Performance Management Methods Research Articles

IMPROVING THE FINANCIAL INDICATORS OF CREDIT ORGANIZATIONS USING MACHINE LEARNING

The aim of this article is to identify resource management issues related to the operational goal of the internal control system and to provide effective operational goal management methods with machine learning models. Machine learning algorithms were utilised to develop prediction models of capital, liabilities, income and profit based on the interdependencies of the indicators. Based on the intended profit/income ratio and the numerical quantities of assets, the optimal balance of credit organisations was predicted as a consequence of the models that were generated and used to solve the problem of financial indicator optimisation. The model proposed by us allows for the identification and avoidance of unnecessary concentrations of assets and liabilities, allowing both supervisory authorities and business owners to understand the alignment of the business with its vision, as well as identify problems and implement appropriate solutions, define new ambitious plans, and use resources more effectively.

Analyzing Operation Management Methods for Defect Mitigation in the Mass Production of Green Car Parts

Analyzing Operation Management Methods for Defect Mitigation in the Mass Production of Green Car Parts

MANAJEMEN KINERJA DAN METODE PENILAIAN KINERJA KARYAWAN PERUSAHAAN

Performance management and employee performance appraisal methods are important aspects of human resource management in every organization. Performance management includes the process of planning, monitoring, assessing and developing employee performance to achieve company goals. The performance appraisal method is a tool used to measure employee contributions to organizational success. This abstract explains the importance of effective performance management in increasing employee productivity, motivation and development. Various performance assessment methods, such as results-based, 360-degree, competency, behavioral, and OKRs assessments, provide flexibility in evaluating employees according to the organizational context. By combining targeted performance management with appropriate appraisal methods, organizations can achieve their strategic goals while providing meaningful feedback to employees. In the competitive business era, effective performance management and fair performance appraisal are the keys to organizational success and growth

Performance management of generalist care for hospitalised multimorbid patients-a scoping review for value-based care.

Given the shift towards value-based healthcare and the increasing recognition of generalist care, enacting value-based healthcare for generalist care is critical. This work aims to shed light on how to conduct performance management of generalist care to facilitate value-based care, with a focus on medical care of hospitalised patients. A scoping review of published literature was conducted. 30 publications which were relevant to performance management of generalist medical inpatient care were included in the review. The performance measures used across the studies were analysed and other qualitative findings were also obtained. We report an overall lack of research on performance management methods for generalist inpatient care. Relevant performance measures found include both outcome and process of care measures and both clinical and reported measures, with clinical outcome measures the most frequently reported. Length of stay, readmission rates and mortality were the most frequently reported. The insights from the papers emphasise the relevance of process of care measures for performance management, the advantages and disadvantages of types of measures and provide suggestions relevant for performance management of generalist inpatient care. The findings of this scoping review outline a variety of performance measures valuable for generalist inpatient care including clinical outcome measures, reported outcome measures and process of care measures. The findings also suggest directions for implementation of such performance management, including emphasis on physician level performance management and the importance of documentation training. Further research for selecting and operationalising the measures for specific contexts and developing a comprehensive performance management system involving these measures will be important for achieving value-based healthcare for generalist inpatient care.

ADVANCING PERFORMANCE MANAGEMENT AND IMPACT ON EMPLOYEE PERFORMANCE – A COMPREHENSIVE REVIEW AND FUTURE DIRECTIONS

This in-depth review goes deep into the ever-changing world of performance management, looking at the shifting trends, common problems, and huge effects on employee performance. The study looks at how performance management methods work in a variety of business settings, from small local businesses to large Maharatna companies. By looking at how well these methods work, the study hopes to find the best ways to do things and show where they can be improved. This study focuses on the manufacturing industry, which is an important part of the world economy. It looks at how well performance management systems work in this area. The study takes a detailed look at different project management situations and shows how tailored methods can help by taking into account the special challenges and chances that come with each one. As the review goes on, the focus changes to how important performance management activities are for improving employees skills and abilities. The connection between engagement and performance management is the main focus, showing how the two can work together to help employees learn new skills and grow as a whole. This in-depth study lays the groundwork for future research and shows companies how to improve their performance management methods to keep up with the changing needs of workers and the business world as a whole. KEYWORDS: Performance Management, Employee Performance, Trends, Employee Engagement, Future Directions.

Transformation in Organizational and Human Resource Management in the Digital Intelligence Age

This article explores the revolutionary impact of digital technology and artificial intelligence on organizational and human resource management in the era of digital intelligence. Confronted with challenges in industrial evolution, technological innovation, and customer-centric dynamics, businesses are urged to embrace innovation and instill a culture of transformation. The pivotal focus lies in propelling the transformation of organizational and human resource management in six key dimensions. Firstly, organizational systems evolve to become more open, interconnected, flexible, and adaptive. Secondly, human resource allocation diversifies, emphasizing collaborative synergy among team members. Thirdly, performance management methods underscore alignment with organizational strategy and culture, emphasizing the improvement of employees’ perspective and competence. Fourthly, values management signifies a shift towards intrinsic motivation and cultural consistency in personnel management. Fifthly, leadership styles stress motivation, empowerment, and support, prioritizing an employee-centric approach. Sixthly, it underscores the value of human capital as the cornerstone of innovative incentive strategies, advocating for sustained investment in key talent. In summary, the framework advocates for innovation as a strategic imperative, recognizing the intrinsic value of individuals as the driving force behind organizational success and underscoring human resources as a pivotal driver of organizational development in the era of digital intelligence.

An enterprise operation management method based on mobile edge computing and data mining

An enterprise operation management method based on mobile edge computing and data mining

An enterprise operation management method based on mobile edge computing and data mining

An enterprise operation management method based on mobile edge computing and data mining

AI in Performance Management: Redefining Performance Appraisals in the Digital Age

The digital age has ushered in a new era of workplace dynamics, challenging traditional methods of performance management. This paper examines the transformative role of Artificial Intelligence (AI) in redefining performance appraisals, a critical component of Human Resources (HR) in the digital landscape. With the integration of AI, we delve into how performance metrics have evolved from standardized measures to dynamic, personalized indicators that offer real-time feedback and foster unbiased assessments. Through the lens of AI-driven analytics, the paper discusses the creation of tailored development plans and predictive management strategies that align with individual career paths and organizational goals. Case studies from pioneering organizations illustrate the practical application, outcomes, and challenges faced in the transition to AI-enhanced appraisals. Additionally, we address the ethical considerations and privacy concerns associated with AI and big data in performance evaluations. The paper culminates in strategic insights for preparing HR professionals and businesses for the implementation of AI-driven performance systems and speculates on the future landscape of performance management in the digital age. This research aims to provide a comprehensive overview of AI's capacity to enhance the appraisal process, ensuring more effective management of talent in an ever-evolving technological environment.

Modern Approaches to Reforms in the Economy: Performance Measurement Development in the Armed Forces of Ukraine

This paper reflects the empirical study of how the environment affects the performance measurement evaluation methodology in the organization, based on research of the Ukrainian Armed Forces experience. The problem is defined by the different needs of main stakeholders and management. This paper seeks the possibility to develop the role of stakeholders in performance measurement. In this research, several sources and methods were used to collect data. First, the interviews were conducted by the representatives of the research organization. Documents analysis and meetings also played a significant role in research. The paper emphasizes the influence of the environment, represented by the external actors and development vector, on the performance measurement building. Balancing between interests of stakeholders and levels of management helps to develop a performance system, which will be suitable to reflect the Armed Forces outputs and outcomes. Originality of the study of the Armed Forces of Ukraine is an extreme and interesting case because the institution is under high pressure during reforms and military conflict. But such cases facilitate the existing theory, depicting the problems and advantages of the management approaches. Future research in this area should pay more attention to the interaction between the external and internal actors in performance management methods building, especially in the defense sector.

Toward Climate Neutrality: A Comprehensive Overview of Sustainable Operations Management, Optimization, and Wastewater Treatment Methods

Various studies have been conducted in the fields of sustainable operations management (SOM), optimization, and wastewater treatment, yielding unsubstantiated recovery. In the context of Europe’s climate neutrality vision, this paper reviews effective decarbonization strategies and proposes sustainable approaches to mitigate carbonization in various sectors such as buildings, energy, industry, and transportation and how these interlink with wastewater management. The study also explores the role of digitalization in decarbonization and reviews policies that can direct governments’ actions towards a climate-neutral society. This paper presents a review of optimization approaches applied in the fields of science and technology, incorporating modern optimization techniques based on various peer-reviewed published research papers. It emphasizes non-conventional energy and distributed power-generating systems along with the deregulated and regulated environment. Additionally, this paper critically reviews the performance and capability of the micellar-enhanced ultrafiltration (MEUF) process in the treatment of dye wastewater. The review presents evidence of the simultaneous removal of co-existing pollutants and explores the feasibility and efficiency of biosurfactants instead of chemical surfactants. Lastly, the paper proposes a novel Firm–Regulator–Consumer-Technology Enablers/Facilitators interaction framework to study operations, decisions and interactive cooperation considering the relationships between the four agents through a comprehensive literature review of SOM. The proposed framework provides support for exploring future research opportunities and holistic sustainability initiatives.

A Review of Performance Management in State-owned Enterprises and Private Enterprises in China

In order to improve profits, the theory of enterprise performance management has formed a corresponding theoretical framework and system. Enterprises can improve performance management methods based on their own situation. This research compares the differences between state-owned enterprises and private enterprises through literature review. The existing papers mainly focus on performance feedback and communication mechanisms, the application of performance management and corporate strategy, and the enthusiasm of employees to participate in performance management. The existing papers mainly focus on performance feedback and communication mechanisms, the application of performance management in line with company strategies, and the initiative of employees to participate in performance management. Neglecting the specific role of state-owned enterprises and not combining performance management with their social responsibility. In addition, the imperfect performance indicator system has also led to the problem of not being greatly influenced by subjective factors within the enterprise. The accuracy of performance evaluation in many enterprises is often influenced by human factors. The design of performance management evaluation indicators is not scientific, the evaluation is unfair, the concept of human resource management is lack of correctness, strategic planning, single evaluation results, ineffective use, lack of follow-up, and frequent communication in performance management; The recruitment and allocation of personnel are unreasonable, the construction of the management system is highly arbitrary, and there is a significant subjective bias in performance evaluation.

Adapting to a global pandemic: a qualitative assessment of programmatic responses to COVID-19 in the multi-country Women’s Integrated Sexual Health (WISH) programme

The COVID-19 pandemic caused significant disruption to sexual and reproductive health and rights (SRHR) globally but there is little published evidence on the COVID-19 response of SRHR programmes, or lessons learned through their adaptations. To document the COVID-19 response of a global SRHR programme (the Women’s Integrated Sexual Health programme), in-depth interviews were conducted between April and July 2021 with 22 key informants from implementing partners in Sierra Leone, Ethiopia and central or regional offices, the UK Foreign, Commonwealth and Development Office and the third-party monitoring partner. Framework analysis methods were used. Several rapid COVID-19 adaptations were identified: the development of crisis management and communication teams; increased partnership and engagement with government; reduced contact and risk in service delivery; reformulated community mobilisation; flexible performance management and remote methods of quality assurance; and sharing of learnings alongside the development of new guidance and tools. Throughout the pandemic, the programme was able to continue high-quality service delivery, though equity goals proved more difficult to reach. Challenges included the continually changing environment, competing pressures on governments, burdensome reporting, and staff burnout. The pandemic response was facilitated by prior experience of health emergencies, strong government relationships, a supportive workforce and some pre-existing approaches, tools, and systems. This study has identified important lessons that can inform programming in future crises, including the need for immediate recognition of SRHR as essential, sustained support for staff, use of multiple mechanisms to reach marginalised groups, adequate funding for equity goals, and a better balance between the burden of reporting and accountability needs.

Developing a model for managing sustainable regional forest biomass resources: System dynamics-based optimization

In Japan, the number of plantation forests that must be harvested is increasing. Therefore, it is desirable to establish an operational system with a high efficiency. When using efficient forestry machinery, it is necessary to secure a sufficient amount of operation commensurate with the cost of machines, while simultaneously considering the feasibility of the labor force. However, no previous research has presented a quantitative forestry operation management method from the viewpoint of optimizing the amount of operation on a regional forestry scale. First, a basic model that mathematically quantifies the amount of operation and changes in forest biomass by applying system dynamics (SD) was developed, and a regional forestry scenario with the labor force as a constraint was optimized. As a result of the optimization, it is suggested that the scenario will be sustainable if regional forests are managed in an area of approximately 800 ha for 10 workers. The amount of operation in the scenario was generally feasible with a limited labor force during the simulation period and was also validated against reported domestic forestry data. We conclude that the SD model can contribute to the development of a regional forest management plan tailored to local conditions. In addition, it will greatly contribute to the assessment of carbon reduction in the national forestry sector through sustainable management of local forest biomass resources.

KPI与OKR绩效管理方法的比较分析

KPI与OKR绩效管理方法的比较分析

Simulation Assessment of Data-Driven Channel Allocation and Contact Routing in Customer Support Systems

Data-driven operations management methods can transform company operations, respond rapidly to customer demands, and enable new business models. However, companies face the challenge of measuring and evaluating how new technology will impact operational processes. This paper takes a systems engineering approach to assess the tradeoffs of adopting data-driven mechanisms to improve operational processes in a multichannel customer support system. We investigate potential cost savings from two technology applications: classification methods to direct customers to efficient self-service communication channels and routing methods to match customers with agents based on the query type and available skill set. Discrete event simulation evaluates how new technology adoption affects system-level performance. What-if scenarios combine distinct configurations of customer classification mechanisms and available communication channels to evaluate the reduction in the total number of agents required to meet a target service quality level. Discussion includes practical examples of how operational managers could use experimental information to make strategic operational decisions when adopting data-driven technologies.

Research on the Construction Mode of Excellent Teaching Team in Colleges and Universities

Starting from the role of teaching teams in colleges and universities, this paper analyzes the main problems in the construction of teaching teams in terms of team structure, cooperation mechanism, development planning, performance appraisal mechanism, and puts forward multiple construction models and operation management methods for constructing excellent teaching teams in terms of constructing three-level and six category teaching teams, constructing virtual teaching teams, and constructing double qualified teaching teams.

Evolution of the concept of “Business Performance Management”

The article is dedicated to the study of the evolution of the concept of Business Performance Management (BPM) – an approach to managing business processes that focuses on achieving strategic goals and maximizing efficiency. The article explores the history of the development of the BPM concept, from the initial idea of controlling financial indicators to modern innovative performance management methods, such as the Balanced Scorecard (BSC) and data analytics. The purpose of the article is to analyze the evolution of the concept of “business performance management” (BPM) and to determine its role in ensuring successful management activities of modern companies. The authors discuss the main trends and challenges that have influenced the evolution of BPM, such as the growth of data volume and complexity, the expansion of the global market, and the changing perceptions of the role of information in business management. Specifically, the role of business analytics technologies and their impact on the development of BPM is examined. The article highlights that BPM is a complex approach to management that requires the integration of many factors, such as strategy, business processes, information technologies, and the human factor. The authors provide recommendations for successful BPM implementation and emphasize the need for an integrated approach to performance management. The article provides examples of areas of application of Business Performance Management (BPM) tools that allow metallurgical enterprises to increase production efficiency and optimize costs by collecting and analyzing data. The scientific novelty of this article is that the recommendations and conclusions provided by the authors can be useful for companies looking to improve their performance management. The recommendations contains an overview of the key trends and stages of the evolution of the Business Performance Management concept, as well as guidance on selecting and implementing a performance management system in an organization. The authors emphasize the importance of a balanced approach to measuring performance and the need to consider the individual needs and characteristics of each company. In general, this article is useful for those who wish to gain a more detailed understanding of performance management in business.

Exploration of Management Teaching from the Perspective of Ideological and Political Courses

As a basic course of management disciplines, management science is the theoretical basis of various other management classification disciplines. It scientifically explains the operation rules and management methods of various organizations, and provides methodological guidance for other disciplines. In the process of management teaching, and dilute the present situation of the value guide, this paper puts forward the ideological elements into the teaching process of management teaching, through ideological elements to deepen the understanding of professional knowledge, at the same time in the process of professional knowledge of students’ ideological and moral construction, cultivate college students who have both ability and political integrity.

Integrating fuzzy logic and house risk method for operational risk management in automotive industry

Risk management is very important for all organizations and nowadays companies need to be aware of the risks that endanger their operational activities. The object of this research is a motorcycle component manufacturing company that has not yet fully identified its operational risks and designed risk management even though these risks affect the company’s performance. Therefore, the purpose of this study is to identify operational risks and design preventive actions. This study combines fuzzy logic with the house of risk (HOR) model which consists of two phases. The first phase determines the dominant risk agents and the second phase determines the effective actions to deal with them. From the results, there are 22 risk events and 28 risk agents with fifteen dominant risk agents such as human error, data misinformation, and others. Twelve preventive actions were also obtained, such as improving communication both internally and externally and others.