Concept Of Performance Management Research Articles

Implementation of Performance Management to Increase Employee Productivity

In this context, this research explores the importance of implementing performance management as a strategy to increase employee productivity. This article will discuss the basic concepts of performance management, effective implementation steps, and the positive impacts that can be obtained from implementing good performance management. By understanding and applying appropriate performance management principles, it is hoped that organizations can achieve sustainable productivity increases, which will ultimately support the achievement of the company's strategic goals. The data collection techniques used were interviews, Participatory Observation, and documentation. This research shows that implementing good performance management can significantly increase employee productivity. Therefore, organizations that wish to improve the performance and productivity of their employees need to adopt a structured, fair and sustainable performance management approach. Thus, the company can achieve its strategic goals and remain competitive in a dynamic market.

Asset Performance Management: current status and future development

This investigation aims at discussing the current status of Asset Performance Management in its functionalities to enable decision support and to lead towards Asset Management excellence. The current status is drawn building from academic and industrial sources, and relying on a conceptual model aimed at providing an interpretative scheme of the Asset Performance Management functionalities in the information technology ecosystem for Asset Management. The key opportunities and future development paths are then identified. Overall, the findings of this study are meant to contribute to a clarification of the Asset Performance Management concept, together with a verification of the alignment on the meaning of the concept within the scientific and the industrial arenas.

A Comparative Study of the Procedures of Drawing Up External Evaluation Reports on Secondary Education Institutions in Countries of the European Union and Romania

The education management must be seen as a science operating on educational activities via an optimal global or strategic approach, and also as a model of performance management, applicable at the level of education institutions. The purpose of this study is to offer a summary on the theoretical basis of the concepts of performance management and quality assurance in education, through a comparative analysis of quality systems in education in European states and Romania. Starting from the hypothesis that, if each educational institution is grounded on a set of guidelines resting on values and principles, known and adhered to by all factors involved in the system, this entails quality education delivered via an efficient management, we have set up an analysis of procedures, instruments and ways of drawing up the external institutional evaluation report, in a comparative approach between European and Romanian secondary education systems.

Improving Health Staff Performance Using Standardized Performance Management Systems in Bunyangabu District Health Facilities in Western Uganda

Introduction: The performance management concept is not new but has undergone a relatively slow development in the Ugandan health sector and lacks documented proof of practice. Performance management is a continuous process of identifying, measuring and developing the performance of individuals and aligning performance with the strategic goals of the organization. Aim of the study: The study aimed to improve the performance of health workers through established performance management practices in health facilities of Bunyangabu district in order to inform and benchmark interventions. Methodology: A before and after study design was employed to conduct this study. Both qualitative and quantitative research methods were used to collect data from selected health facilities in Bunyangabu district, interventions which included, training, support supervision and mentor-ship were used. Pre and post intervention data was collected and analyzed using excel, stata, and epi info computer software . Findings: The baseline analysis showed that up to 25% of the health managers were not aware of the recommended performance management practices, 45% able to set performance targets, 20% had job descriptions, 30%had conducted appraisals and only 15% knew about the rewards and sanctions. 85% could not state the vision or mission of the organizations.The interventions applied during the study including training in performance management improved the level of awareness among participants from 75% to 95% in six months, knowledge on target setting from 15-80%, knowledge on Job description from 20-62%, knowledge in performance appraisal from 30-70%, and knowledge in rewards and sanctions from 15 – 70%. The raise in knowledge was associated with an improvement in key health service delivery indicators; staff attendance 62-88%, eMTCT retention on ART 79-88%, PNC at 6weeks 26-53%, HTS linkage 89-97%, and ART coverage 92.5 – 99.7%.The study of associations indicated that the performance management was associated with health facility performance as follows performance planning (r=.757; P = 0.001), performance monitoring (r=.692) ; P=0.001), and functional rewards and sanctions committees (r=.66843); P=0.000). Conclusion: The study concludes that there is a knowledge gap among health facility managers about performance management.The study also concludes that inclusion of performance management in routine support supervision is associated with improved quality of health services and Continuous monitoring and mentor-ships influence performance among health workers. Keywords: health staff, individual performance management, standardized staff performance management systems, accredited facilities, performance planning, performance monitoring, performance appraisal, rewards and sanctions DOI: 10.7176/PPAR/13-3-04 Publication date: April 30 th 2023

Diagnostics and Modeling of Enterprise Business Processes as a Mandatory Component of the Operational Efficiency Improvement Project

The article proves that a mandatory component of the successful implementation of an operational efficiency improvement project at an enterprise is the procedure for diagnosing business processes and modeling them. The article proves that companies should transform their business processes based on the concept of Performance Management to improve operational efficiency. It is found that the “lean six sigma” strategy remains a powerful tool for continuous improvement and operational efficiency, especially when combined with other solutions, such as business process modeling, digitalization, advanced analytics and artificial intelligence. The article proves that this will increase labor productivity and efficiency of all business processes, which in turn will increase the company’s competitiveness. To this end, the article proposes to implement projects and programs that will allow building models of existing business processes, reviewing them, identifying shortcomings, and building new models that take into account the current state, changes in the environment, and the company’s strategic orientation and ensure operational flexibility, reliability, and cost-effectiveness. The article proposes the use of modeling tools to help increase business performance and staff productivity, optimize company costs, improve reliability, and ensure lean production conditions.The article proposes a procedure for modeling business processes to identify shortcomings in their functioning and their revision and transformation, reviewing the distribution of responsibilities and relevant documentation at each stage of business processes. The article presents the procedure for modeling business processes using specific examples and builds visual models of business processes functioning on the «Draw.io» platform. The necessity of conducting explanatory work among employees for each participant in the process to understand their role (responsibilities) is substantiated. It is determined that conducting explanatory work among the staff ensures increased responsibility, coherence of actions aimed at adding value to the result.

РОЗВИТОК ОРГАНІЗАЦІЙНОГО ТА ІНСТРУМЕНТАЛЬНОГО ЗАБЕЗПЕЧЕННЯ МАРКЕТИНГОВОГО УПРАВЛІННЯ ЕФЕКТИВНІСТЮ ДІЯЛЬНОСТІ ПІДПРИЄМСТВА

Economic agents must develop effective marketing management strategies in today’s markets, characterized by technological innovations, fluctuating consumer behavior, and globalization. These strategies should address audience needs and integrate various business activities. This approach optimizes strategies and enhances brand value. The effectiveness of this management approach can be ensured only through the harmonized development of both its organizational and instrumental infrastructure. The article aims to substantiate the theoretical and methodological foundations for developing organizational and instrumental support for marketing management of enterprise activity efficiency. The author’s hypothesis emerged as a synthesis of the development of marketing management with the implementation of principles inherent in the business performance management concept. The subject area of marketing management within the enterprise has been structured. A formalized description of the marketing management system for effectiveness was developed and implemented through its representation as an assemblage of tuples. The necessity of considering various types of effectiveness within the framework of marketing management, such as financial, operational, innovative, environmental, social, and production efficiencies, has been demonstrated. The peculiarities of subordinating the components of organizational support to specific instruments for supporting activity effectiveness within the selected form of marketing management were examined. In the context of developing the instrumental support for marketing management efficiency, the management functions have been correlated with classes of marketing management tools. An effectiveness indicator has been assigned to each function. Special consideration has been given to the digital marketing instruments. The task of applying functional-cost analysis to optimize the tools for implementing marketing management functions was formulated and undertaken. During the functional-cost analysis, an evaluation of the selected tools takes place, the effectiveness of their combination is calculated, and their correlation with the introduced types of effectiveness is investigated.

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.

The Analysis of The Strategy of Indonesia National Police in Facing Homecing in Indonesia during Pandemic (A Case Study on Homecoming 2021)

The aim of this paper is to define and compare provided sources in terms of defining the concept of Strategy and Performance in organisations and implementing a suitable framework in the collaboration case study. This outline will be in three parts. First, the collaboration case study is outlined in detail. Second, a definition of strategic management in organisations is provided. Third, the concept of performance management in organisations is explored. The case study that will be used in this paper covers the strategies employed by the Indonesian National Police (INP), the Covid-19 Response Acceleration Task Force (Satgas) and the Provincial & Regional government during the Islamic religious event “Pulang Kampung”, or homecoming, that is held annually by the majority of Indonesian’s Muslim population. The analysis is conducted by using a PESTEL and SWOT analysis, a Strategy Map, and a Performance Domain approach to examine the external and internal factors that emerged.Keyword: homecoming, PESTEL analysis, police strategy, strategic management, SWOT Analysis

종합교원양성대학의 성과관리 개념 모형 탐색: K대학교를 중심으로

The purpose of this study was to explore the conceptual model of performance management at the general teacher training university. In order to achieve the research purpose, K University, a comprehensive teacher training university, was used as the subject of the study, and literature related to K University's characteristics and performance management was analyzed. Through this, the characteristics of K University were identified and the concept of performance management of K University was derived based on the analysis of the performance management status of K University. The performance management of the university was defined as "a series of processes that induce university growth by analyzing and evaluating the overall behavior and process systematically established to achieve the intended results in education, research, training, university management (operation, finance, environment), regional contribution, and graduate school". Based on this, the higher dimension of the performance management model of the general teacher training university was proposed by devising the components of the performance management concept model as 'vision', 'mission', and 'view'.

Talking about the Innovative Application of Big Data in Enterprise Human Resources Performance Management

With the advent of the wave of big data, data has become an important information asset. With data information, we have the ability to gain insight into market conditions and strengthen management. The use of big data technology to conduct statistics, analysis, and mining of massive information can make information assets play a very high value in corporate strategy formulation and accurate decision-making. However, the traditional performance management concepts and management methods have not adapted to the development requirements of the times, and there are various drawbacks. This paper analyzes the impact of big data on enterprise performance management. Combining the key aspects of the company’s performance in the old data era, a new method of company performance management and the subsequent innovative development path are proposed. Recognition frameworks, employee similarity, FCM, and other assessment formulas are emphasized. From the employee’s work attitude, workability and appearance, and daily performance, combined with the calculation of employee benefits, the evaluation is more clear; after the implementation of the material reward experiment, the attendance rate increased by 16.3%. At the same time, the workload was gradually refined, from quantitative to qualitative, and sales increased by 28.6%, maximizing the advantages of human resources and promoting the sustainable development of the enterprise.

Improving the Measurement of a Company’s Performance Effectiveness

In a constantly changing business environment, the company’s management faces new challenges, and the complexity of management increases. In this regard, since the end of the 1980th, after a criticism wave of traditional (financial) methods, performance measurement systems (PMS) have come to the fore, offering ideas and technologies based on a combination of both, financial and non-financial indicators, which are focused on the strategic line of a company.The purpose of this academic paper is to develop new PMS that combine existing systems’ advantages, as well as eliminating their inherent limitations.Therefore, in the course of the study, the main limitations of existing performance measurement systems were identified, and a new PMS was proposed, which had a number of advantages over the known ones. This system is focused on maximizing the company’s value, describes contribution to the change in the value of each main business process, product and client, which allows one to get away from aggregation and evaluate performance at each level, as well as turn a set of useful, but somewhat heterogeneous indicators into a system with a clear target.This PMS is based on the concepts of value-based management (Value Based Management, VBM), strategic management (Strategic Management, SA), process management (Business Process Management, BPM), as well as on the provisions of the performance management concept (Performance Management, PM).The developed performance measurement system is purposefully based on well-known categories and indicators to increase its practical significance. This PMS will help management to understand what the business is made of, what processes affect the efficiency of its work within the company. After all, the expediency of an adequate performance measurement for the successful functioning of the company in modern conditions is very significant, since it can help management both, to achieve the desired results and also to see the reserves for improving efficiency.

Development course and achievements of budget performance management of administrative institutions in China

The budget performance management of administrative institutions in China has gone through four stages: the initial stage of spontaneous exploration, the experimental stage of strengthening performance evaluation, the stage of establishing the concept of budget performance management in the whole process, and the new period of development of budget performance management. The budget performance management in China has gone through the development stage from the exploration of performance evaluation to the establishment of the whole process budget performance management concept. In recent years, China's administrative institutions' budget performance management has made remarkable progress, initially forming a whole-process budget performance management framework, gradually improving budget performance managem 你 ent rules and regulations, constantly expanding the scope of performance evaluation projects, actively expanding the depth of performance evaluation, consolidating the foundation of budget performance management, and improving the efficiency of financial funds.

Substantiation of Approaches to the Analysis and Assessment of the Effectiveness of Participants in the Implementation of Diversifcation Programs.

Purpose: of the article is to substantiate conceptual approaches to the formation of a toolkit for assessing the effectiveness of participants in the development and implementation of diversifcation programs for enterprises of the military-industrial complex in the context of digital transformation of management.Methods: the research methodology is based on general economic approaches to studying the problems of the efciency of economic activity of economic entities and special approaches to the formation of complex systems for analyzing and assessing the effectiveness and efciency of the activities of project management participants in the process of developing and implementing programs for the diversifcation of the defense industry. The basis of the methodology is the concept of performance management in the context of digital transformation of management.Results: the article presents the key provisions and the main results of the study, obtained on the basis of studying the materials of scientific publications and open information sources in the subject area under consideration using the methods of logical, content and statistical analysis. Based on the specifcs of diversifcation programs, it is proposed to use the provisions of the performance management concept as a theoretical basis for the formation of a tool for assessing the activities of their participants. An integral multiplicative criterion of efciency for a comprehensive assessment of activities is proposed. It is built on the indicators of fve aspects of assessing the performance of participants in diversifcation programs. These aspects assess the completenes s of the organizational and methodological support of the diversification process, the consolidated effectiveness and efciency of the program activities, the quality of management, as well as the fnancial security of the implementation of the diversifcation program activities.Conclusions and Relevance: a scenario approach to substantiating the parameters of the incentive mechanism in the model of coordinated activity of the participants in the implementation of the diversifcation program is proposed, which takes into account the assessment of its commercial parameters. The results presented in the article are useful in the development of methodological support for assessing the effectiveness and organizing incentives for participants in diversifcation programs in the context of the formation of a digital ecosystem for managing enterprises of the military-industrial complex.

Управління матеріальними ресурсами в бізнес-процесах гірничо-металургійних компаній на засадах Perfomance Management

In the article has been proposed to use functional modeling tools for the transformation of business processes of material resource management of metallurgical companies. For a systematic vision of the business process from the beginning to the final result, it is proposed to combine the notations BPMN (Business Process Model and Notation) and IDEF (Integrated DEFinition) in accordance with their advantages for solving specific tasks of an industrial enterprise. On the basis of Performance Management, a skillful combination of IDEF0 and BPMN notations creates a toolkit for effective transformation of business processes of mining and metallurgical companies, as the models allow you to visually display the current state of all processes and management stages, determine resources, regulations, tasks and the desired result. The algorithm for building visual models of "AS-IS" business processes (as is) in BPMN (Business Process Model and Notation) and IDEF (Integrated DEFinition) notations, which provide information about the executors of the operation, the initial data for the operation, about algorithm of actions of specialists, on the basis of which regulatory requirements the final result is formed. The article provides an example of modeling business processes, which provides simplicity and visibility of areas that require changes and increased efficiency in the context of Performance Management. The proposed "AS-IS" models (as they are) regulate processes and allow identifying the most vulnerable areas in the organization's activities and eliminating existing problems. Correction of shortcomings, introduction of changes in information and material flows is proposed in the "TO-BE" model (as it should be) - a model close to the ideal organization of business processes. In the article has been proven that the use of the concept of Performance Management and functional modeling of business processes is relevant for companies in the metallurgical complex. The experience of modeling business processes of the leading Ukrainian metallurgical company of the Metinvest Holding Group was analyzed. The advantages of constructing diagrams in the proposed notations have been proven, which have a simple and clear visualization of the entire business process and allow visual flows to connect various processes (sub processes) and business units (departments, divisions, services).

Performance Management Concept Framework of The Corruption Eradication Commission (KPK) in Optimizing State Loss Recovery

The performance of the Corruption Eradication Commission (KPK) has always been in the public spotlight, so significant research has been carried out, especially on one of the performance indicators that has become a public issue, namely how the KPK has performed in recovering state losses. Starting from this background, the purpose of this study is to develop a conceptual framework for the performance management of the corruption eradication commission in optimizing the recovery of state losses. The conceptual framework is based on the theory of performance management or performance management (PMS), using the dimensions of the balanced scoring model Niven (2008) which is sliced with the BSC model of Moullin (2017) and model of Aydin (2019), and operationalized with indicators, where most of these indicators have so far also been used as indicators for measuring KPK's performance. The framework of the performance management concept of the corruption eradication commission in optimizing the recovery of state losses can be the basis for researchers when they want to examine the performance of the KPK in the context of optimizing the recovery of state losses.

A level of service framework for service-centric asset management planning

PurposeThe purpose is to develop and implement a systematic approach to define the level of service (LoS) consistently and efficiently. The framework will assist professionals to make decisions based on service performance and transform to a service-centric decision-making paradigm in the domain of asset management.Design/methodology/approachA three-step approach is used to develop the framework. A comprehensive literature review is conducted (Step 1), which is followed by a discussion with experts (Step 2). Based on the desktop review and field discovery, the framework is developed and implemented (Step 3).FindingsThe framework represents key components in four phases. The first phase identifies the potential service customers. The second phase defines the customer values and LoS measures at three levels: organisation, customer and technical. Implementation is done in the third phase, whereas monitoring and evaluation as part of continuous improvement are accomplished in the fourth phase.Research limitations/implicationsThe challenges of this research work are categorised as follows. Strategic challenges focus on the awareness and alignment of strategic goals. Informational and financial challenges discuss non-availability of related information and cost-effectiveness of data collection, respectively. Human challenges discuss the availability of adequate human resources with an adequate skill set. Others discuss the non-availability of defined processes and procedures.Practical implicationsTheoretically, the framework represents key performance management concepts to develop an integrated approach to define the acceptable LoS effectively. Practically, professionals can use the framework to define the LoS consistently and efficiently.Originality/valueExisting guides and frameworks represent a set of performance management concepts; however, these do not specify an integrated approach to define, align and integrate the LoS or performance goals. The proposed framework is developed to fill this gap.

Two Hats Are Better Than One: How Managers’ Role Identity Complexity Impacts Performance Management

We introduce the concept of performance management (PM) identity complexity, integrating research on identity, work identity complexity, and perspective-taking with managers’ PM-related responsibil...

The Concept of Digitalization-based Performance Management In An Effort to Improve Employee Performance During the Covid-19 pandemic in Village-Owned Enterprises (BUMDES) throughout Buleleng Regency

The purpose of this study is to determine employee performance through the concept of work management and digitalization as the main keys to improving the performance of BUMDES employees in Buleleng Regency. The concept of performance management is the employee’s activities and work results in line with organizational goals. So that it contributes to improving the performance of BumDes employees. The study population was all active BumDes in Buleleng Regency. Sampling in this study using random sampling technique. The data analysis technique used in this research is the Component based SEM, Partial Least Square (PLS) analysis method. The results showed that the concept of work management has an effect on digitization and employee performance.

A Literature Review and Overview of Performance Management: A Guide to the Field

The underlining presupposition and the supposition of performance management as a study field have been controversial or have a non-defined concept ever since the field was introduced to the mainstream economy. The paper covers the concept of performance management as a business analyst, scrum master, archeologist, and leader. The research delves into the founding history of performance management and analyzes critical performance management tools. Our findings show that performance management should be seen, managed, and played as an infinite game while creating incentives for the players who will, in turn, drive productivity in any industry.

KEY INDICIES OF BUSINESS EFFICIENCY ANALYSIS AND EVALUATION

The problems of analytical evaluation of economic entities’ efficiency amid complexity and instability of the market environment have been examined in the article. Meeting the changing information needs of investors and analysts, as well as the improvement of financial analysis methods according to the management demands, the issue of the formation of key indicators system aimed at the analysis and objective assessment of business efficiency is relevant. Within the set objective economic essence of the efficiency has been revealed, characteristics of the methodological approaches to the efficiency analysis and evaluation have been provided: traditional, multifactorial and based on the concept of performance management. It has been found out that to form the system of indicators for efficiency evaluation, it is necessary to take into account the form of ownership, industry characteristics, goals of enterprise’s development and stakeholders expectations. The methods and analytical indicators of the traditional approach typical in the local context have been analyzed, its strengths and weaknesses have been clarified. Taking into account that the methods of business economic efficiency evaluation are being developed and improved, the characteristics of EBITDA and OIBDA indicators and their main differences have been specified. The indicators’ advantages and disadvantages have been systematized and the significance of cash flow analysis as the criterion of solvency and enterprise development have been revealed. The relevance of traditional and modern foreign methods and indicators combination for the complete and objective business efficiency evaluation have been presented.