Performance Management Initiatives Research Articles

The future of work: a symbiotic balance of technology and interpersonal skills

Purpose The article explores the evolving nature of the workplace, emphasising the importance of soft skills alongside technological proficiency for organisational success and employee retention. Design/methodology/approach A qualitative approach to examine the role of soft skills in the contemporary workplace, drawing insights from the ADP People at Work 2023 report and expert opinion to highlight the significance of interpersonal competencies in driving collaboration, innovation and employee loyalty. Findings The findings underscore the pivotal role of soft skills in fostering cohesive work environments, enhancing employee engagement and mitigating turnover rates. It emphasises the need for organisations to prioritise the development of soft skills through recruitment, training and performance management initiatives to achieve sustained success in a dynamic business landscape. Originality/value The article contributes to the existing literature by synthesising insights from various sources to advocate for the integration of soft skills into organisational practices. It highlights the strategic imperative for HR leaders to embed soft skills into recruitment processes, training initiatives and performance management practices to nurture a culture of resilience, innovation and collective success in the modern workplace.

Assessing public health sector performance in Bangladesh: Implications for health systems strengthening and universal health coverage - A secondary data analysis.

The Ministry of Health and Family Welfare has established a health systems strengthening initiative for measuring the performance of public sector health facilities in Bangladesh. The objective of the performance management initiative is to establish routine systems for measuring and scoring health facility performance and promote best practices in public health service management. The performance initiative includes a set of assessments conducted across the four tiers of the public health sector. The findings of assessments demonstrate improvements in the quality of health services and a sharp increase in the utilisation of services across all tiers during the period 2017-2019. The performance management initiative has also identified areas for improvement in the supply-side health system readiness, including ensuring an adequate supply of human resources, essential medicines, and functioning medical equipment and technologies. This initiative outlines the need to systematically address the issue of high health workforce vacancy rates through effective human resource planning and management strategies. The reporting of these ongoing health systems successes and challenges through the performance management initiative in Bangladesh provides an opportunity to develop evidence-based policy reforms for strengthening supply-side health systems. The initiative results, particularly in the context of growing public demand for services, also justifies a monitoring and evaluation mechanism focusing on the quality and coverage of frontline health facilities and the development of more integrated health systems. The performance management initiative will facilitate the maintenance of essential health services while addressing emergency health needs and tracking progress towards achieving the Universal Health Coverage goal.

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Purpose: The aim of this study to examine the relationship between different leadership styles (transformational, transactional, and laissez-faire) and the psychological wellbeing of women entrepreneurs, considering the potential moderating effects of demographic factors. Theoretical framework: The study is grounded in the Full Range Leadership Theory and the theory of psychological wellbeing, with the aim of understanding how different leadership styles may impact the psychological wellbeing of women entrepreneurs. Design/methodology/approach: A cross-sectional survey design was employed, utilizing a purposive sample of 328 women entrepreneurs in India. Data were collected using the Multifactor Leadership Questionnaire (MLQ) and the General Health Questionnaire (GHQ-12). Multiple regression and moderation analyses were conducted to investigate the relationships between leadership styles, psychological wellbeing, and demographic factors. Results: The results indicated that transformational leadership was positively and significantly associated with psychological wellbeing (p < .001), while transactional and laissez-faire leadership styles were negatively and significantly associated with psychological wellbeing (p = .021 and p < .001, respectively). The overall regression model explained 25% of the variance in psychological wellbeing (F(3, 324) = 35.69, p < .001). No significant moderating effects of demographic factors (age, education level, years of experience, and business size) on the relationship between transformational leadership and psychological wellbeing were found (all p > .05). Conclusion: The findings suggest that transformational leadership is beneficial for the psychological wellbeing of women entrepreneurs, whereas transactional and laissez-faire leadership styles may have detrimental effects. The relationship between leadership styles and psychological wellbeing is consistent across different demographic factors, indicating the generalizability of the results. Research, Practical & Social implications: This study has several managerial implications, emphasizing the importance of transformational leadership in promoting psychological wellbeing among women entrepreneurs. Managers and organizations should invest in leadership development, create a supportive organizational culture, and prioritize employee wellbeing, performance management, talent retention, and diversity and inclusion initiatives to foster a conducive environment for women entrepreneurs to thrive. Originality/value: This study addresses a gap in the literature by examining the influence of leadership styles on the psychological wellbeing of women entrepreneurs and exploring potential moderating factors, providing novel insights into the factors that contribute to their success and wellbeing.

Influence of Leadership Styles of Women Entrepreneurs on their Psychological Wellbeing

Purpose: The aim of this study to examine the relationship between different leadership styles (transformational, transactional, and laissez-faire) and the psychological wellbeing of women entrepreneurs, considering the potential moderating effects of demographic factors.
 
 Theoretical framework: The study is grounded in the Full Range Leadership Theory and the theory of psychological wellbeing, with the aim of understanding how different leadership styles may impact the psychological wellbeing of women entrepreneurs.
 
 Design/methodology/approach: A cross-sectional survey design was employed, utilizing a purposive sample of 328 women entrepreneurs in India. Data were collected using the Multifactor Leadership Questionnaire (MLQ) and the General Health Questionnaire (GHQ-12). Multiple regression and moderation analyses were conducted to investigate the relationships between leadership styles, psychological wellbeing, and demographic factors.
 
 Results: The results indicated that transformational leadership was positively and significantly associated with psychological wellbeing (p < .001), while transactional and laissez-faire leadership styles were negatively and significantly associated with psychological wellbeing (p = .021 and p < .001, respectively). The overall regression model explained 25% of the variance in psychological wellbeing (F(3, 324) = 35.69, p < .001). No significant moderating effects of demographic factors (age, education level, years of experience, and business size) on the relationship between transformational leadership and psychological wellbeing were found (all p > .05).
 
 Conclusion: The findings suggest that transformational leadership is beneficial for the psychological wellbeing of women entrepreneurs, whereas transactional and laissez-faire leadership styles may have detrimental effects. The relationship between leadership styles and psychological wellbeing is consistent across different demographic factors, indicating the generalizability of the results.
 
 Research, Practical & Social implications: This study has several managerial implications, emphasizing the importance of transformational leadership in promoting psychological wellbeing among women entrepreneurs. Managers and organizations should invest in leadership development, create a supportive organizational culture, and prioritize employee wellbeing, performance management, talent retention, and diversity and inclusion initiatives to foster a conducive environment for women entrepreneurs to thrive.
 
 Originality/value: This study addresses a gap in the literature by examining the influence of leadership styles on the psychological wellbeing of women entrepreneurs and exploring potential moderating factors, providing novel insights into the factors that contribute to their success and wellbeing.

Developing a performance management toolkit for Botswana tennis clubs

Performance management facilitates the attainment of goals in sport organisations. tennis clubs should implement performance management practices to maximise their profit, improve their services delivery and stakeholder satisfaction. In Botswana, tennis does not have a large followership or high participation rate. Therefore, Botswana tennis Clubs could use performance management initiatives to improve their organisational practices, participation rates and profitability. Thus, the aim of this paper was to develop and propose a performance management toolkit for Botswana tennis clubs. The paper relied on a review of the Balanced Scorecard, the Performance Prism, and components of performance management. Based on the review, a performance management toolkit for Botswana tennis clubs was developed. The toolkit comprises of planning for the external environment, planning for the internal environment, implementation, and performance measurement. The toolkit recognises the cyclic nature of the performance management process therefore, the feedback and feedforward obtained from performance measurement are used to inform future performance management plans. This paper can benefit Botswana sport managers and help them to implement performance management practices. This paper can also contribute towards sport management research on performance management in sports clubs.

The defence performance measurement framework: measuring the performance of defence organisations at the strategic level

ABSTRACT As the gap between strategic commitments and budgetary constraints continues to grow, defence organisations have introduced performance management initiatives to support decision-making and to improve governance. However, introducing managerial practices in public organisations, including defence, proves to be challenging. As performance management initiatives within defence suffer from an implementation gap, strategic benefits are not being harnessed. In our study, we first exploit the results of a systematic literature review to better anchor the encountered challenges within the literature. We then apply thematic analysis to a unique dataset from twelve NATO countries to propose a new defence-specific performance management framework for the strategic level. As the framework preserves the benefits of existing initiatives while mitigating most recorded challenges, it is proposed as a new guide for designing and assessing defence performance management efforts. Thereby, professionals and scholars are provided with a powerful instrument to address the implementation gap. Moreover, the theoretical and empirical lens adopted facilitates alignment between performance management initiatives, defence policy, defence strategy, and strategic objectives. Notably, policy goals and strategic “ends” are clearly connected to critical processes and resources. Thereby, the proposed framework better supports discussions with key defence stakeholders pertaining to the gap between commitments and constraints.

A Study To Reconnoitering The Effectiveness Of Competency Model On Job Performance Of The Employees With Special Reference To Automobile Companies In Karnataka

The research study focuses on the key competencies of automobile professional which could affect the organizational effectiveness. The Composition of people which formulate independent business identity for some specific purpose is commonly known as organization and getting desired outcome within defined resources is treated as effectiveness. The aim and objective of the study was to reconnoiter the relationship between competency-based performance management and organizational effectiveness (OE). The empirical research was undertaken by the researcher to analyses and identify the competency levels of executives, identify the executive’s competencies through competency modelling and identify the performance standards of executives through structured questionnaire and has chosen three manufacturing units for the purpose of the analysis. The purpose of this study was to identify the causal relationships between the competencies of managing self, managing others and business management with management competency model. The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey were collected from 720 respondents through structured questionnaire. The main hypothesis of the study is to know the relationship between employee competency and organizational and job performance and Employee competency mediates the relationship between transformational leadership style and organization performance. Hypotheses are depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in automobile companies in India. Structural Equation Modeling is a comprehensive statistical approach for testing the hypotheses on the relationships between the manifest variables and latent variables, sometimes called covariance structure analysis, causal modeling or Lisrel modeling. The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model, which are necessary for building performance culture in the organization. This study contributes by developing a new scale for measuring competency-based performance practices. A positive relationship between competency-based superior performance and Organizational Effectiveness with productivity, adaptability and flexibility has been empirically confirmed using SEM. The developed model will act as a building block for performance measurement in organizations. This study promotes leadership competency model to be applied in creating a performance- based culture. It is a unique attempt to test the relationship between competency-based performance management and Organizational Effectiveness.

The Moderating Effect of Organizational Climate on the Relationship Between Performance Management Initiatives and Service Delivery in State Corporations in Kenya

A positive organisational climate is a precursor for employee commitment and performance in organizations. Efficient service delivery necessitates that state corporations in Kenya establish performance management initiatives that can enhance performance levels. They should also manage the organisation climate in order to keep employee perceptions and attitudes positive. Critique of existing literature on the use of performance management initiatives reveals that gaps exist on the extent which the organisation climate moderates the relationship between performance management initiatives and service delivery. The study, therefore sought to establish the moderating effect of organisational climate on the relationship between performance management initiatives and service delivery in state corporations in Kenya. The study applied descriptive survey research design to gather data from the sampled respondents of the state corporations. Stratified random sampling was used to select respondents from State Corporations to participate in the study. Data analysis was done using both descriptive and inferential statistics with the aid of an analysis tool; statistical package for social Sciences. The study established that performance management initiatives have a positive and significant influence on service delivery among state corporations in Kenya. The organisational climate was found to have no moderating effect on the relationship between performance management initiatives and service delivery. However, based on previous findings, the study recommends that state corporations in Kenya adopt a positive organisational climate that is supportive of performance management as it can improve service delivery.

"지방정부 산하 공공기관 성과관리제도의 인지된 효과성 결정요인 분석: 기술수용모형(TAM)을 기반으로"

"지방정부 산하 공공기관 성과관리제도의 인지된 효과성 결정요인 분석: 기술수용모형(TAM)을 기반으로"

Evaluation of initial progress to implement Common Metrics across the NIH Clinical and Translational Science Awards (CTSA) Consortium.

The Clinical and Translational Science Awards (CTSA) Consortium, about 60 National Institutes of Health (NIH)-supported CTSA hubs at academic health care institutions nationwide, is charged with improving the clinical and translational research enterprise. Together with the NIH National Center for Advancing Translational Sciences (NCATS), the Consortium implemented Common Metrics and a shared performance improvement framework. Initial implementation across hubs was assessed using quantitative and qualitative methods over a 19-month period. The primary outcome was implementation of three Common Metrics and the performance improvement framework. Challenges and facilitators were elicited. Among 59 hubs with data, all began implementing Common Metrics, but about one-third had completed all activities for three metrics within the study period. The vast majority of hubs computed metric results and undertook activities to understand performance. Differences in completion appeared in developing and carrying out performance improvement plans. Seven key factors affected progress: hub size and resources, hub prior experience with performance management, alignment of local context with needs of the Common Metrics implementation, hub authority in the local institutional structure, hub engagement (including CTSA Principal Investigator involvement), stakeholder engagement, and attending training and coaching. Implementing Common Metrics and performance improvement in a large network of research-focused organizations proved feasible but required substantial time and resources. Considerable heterogeneity across hubs in data systems, existing processes and personnel, organizational structures, and local priorities of home institutions created disparate experiences across hubs. Future metric-based performance management initiatives across heterogeneous local contexts should anticipate and account for these types of differences.

Competency based superior performance and organizational effectiveness

PurposeThe purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS.Design/methodology/approachThe research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis.FindingsThe empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM.Research limitations/implicationsThe paper limits the performance measurement concept using leadership competencies.Practical implicationsThe developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture.Originality/valueThis is a unique attempt to test the relationship between competency-based performance management and OE.

Charting Your Own Course: Exploring How Values Drive Career Decision-Making

There is a common understanding that personal values play a part in career decision-making. Each of the papers in this symposium investigates the role that values play in different stages of career development. The first paper, by Kathryn Doiron, Ague Mae Manongsong, Wenhao Wang, Briana Pisauro, Kristine Powers, and Pooja Sathyanarayanan, investigates the use of two values-based interventions on the early career exploration of graduate students. The second paper, by Jeffrey Yip, Haoxiong Li, Ellen Ensher, and Susan Murphy, validates a scale for a new typology of career decision-making styles. The third paper, by Christopher Chen, Kathryn Doiron, Elizabeth Kolokowsky, and Brandon Sorenson, asks participants to recall a critical career- decision making incident and reflect on how values and related factors impacted the decision that was made. The final paper, by Molly Maymar, Shelby Kan, and Jake Gittleson, presents findings from a new performance management initiative at Accenture, where personal values and aspirations are used to judge performance. The symposium will conclude with comments by Dr. Douglas. T. Hall, from Boston University, who will use his expertise in careers research to comment across all four papers and facilitate questions from the audience. Value Affirmation and Future Best Self Interventions Impact on Graduate Student Career Exploration Presenter: Kathryn Doiron; Claremont Graduate U. Presenter: Ague Mae Manongsong; Drexel U. Presenter: Wenhao Wang; Claremont Graduate U. Presenter: Briana Pisauro; Claremont Graduate U. Presenter: Kristine Powers; Claremont Graduate U. Presenter: Pooja Sathyanarayanan; Claremont Graduate U. Beyond Logic and Intuition: Validating a Measure of Career Discernment Styles Presenter: Jeffrey Yip; Claremont Graduate U. Presenter: Haoxiong Li; Claremont Graduate U. Presenter: Ellen Ensher; Loyola Marymount U. Presenter: Susan E. Murphy; U. of Edinburgh Rethinking Values and Career Decision-making: Enriching Protean Career Orientation Theory Presenter: Christopher Legion Chen; Claremont Graduate U. Presenter: Kathryn Doiron; Claremont Graduate U. Presenter: Elizabeth Kolokowsky; Claremont Graduate U. Presenter: Brandon Sorenson; Claremont Graduate U. Recognizing the Whole Person: Integrating Work/Life at Accenture Presenter: Molly Maymar; Accenture Presenter: Shelby Kan; Accenture Presenter: Jake Gittleson; Accenture

Does Performance Management Relate to Good Governance? A Study of Its Relationship with Citizens’ Satisfaction with and Trust in Israeli Local Government

ABSTRACTSince the late 1980s, performance management has become a bon ton in central and local government research and practice. Its emergence is largely a result of neo-liberal ideas and the reforms of New Public Management. The goal of this study is to examine the relationship between performance management at the local level and citizens’ satisfaction with and trust in government. By using data collected by Israeli local authorities over recent years, several questions were answered. Have years of performance management initiatives been effective in terms of good governance? What relationship do they have with citizens as service recipients? What are the implications of this experience for future reforms in public administration? Three data sets were used concerning (1) citizens’ satisfaction with and trust in government, (2) the experiences of senior local government officers with performance management initiatives, and (3) the objective characteristics of the local government authorities. Results indicate that performance management is associated with higher levels of citizens’ trust in and satisfaction with local government. Furthermore, the community’s socioeconomic status moderates the mediated relationship between performance management and the satisfaction and trust of citizens. Implications of these findings are discussed, and suggestions for future studies are recommended.

Examining the process of performance measurement system design and implementation in two Italian public service organizations

AbstractIn the last two decades, the adoption of new public management (NPM) practices in the public sector has increased as public sector organizations seek to improve efficiency, effectiveness and public accountability. We present case study findings of a NPM initiative to implement balanced scorecard (BSC) performance measurement systems in two Italian public sector organizations. This study considers the question of whether the BSC development process can be effectively translated into the public sector context. Our findings highlight the importance of aligning the development of performance management systems with a greater understanding of the internal and external environment of public sector organizations. Our results further emphasize the significant role of emergent stakeholders and management culture for the success of NPM performance management initiatives.

Exploring the Relationship Between Job Quality, Performance Management, and Career Initiative: A Two-Level, Two-Actor Study

This study examines how job quality and performance management influence career initiative in the workplace. Based on signaling theory and the notion of internal fit in performance management and H...

Maternal and neonatal services in Ethiopia: measuring and improving quality.

ProblemMaternal and neonatal mortality remains high in low- and middle-income countries, with poor quality of intrapartum care as a barrier to further progress.ApproachWe developed and tested a method of measuring the quality of maternal and neonatal care that could be embedded in a larger national performance management initiative. The tool used direct observations and medical record reviews to score quality in nine domains of intrapartum care. We piloted and evaluated the tool in visits to the 18 lead hospitals that have responsibility to promote and coordinate quality improvement efforts within a hospital cluster in Ethiopia. Between baseline and follow-up assessments, staff from a national quality collaborative alliance provided hospital-based training on labour and delivery services.Local settingEthiopia has invested in hospital quality improvement for more than a decade and this tool was integrated into existing quality improvement mechanisms within lead hospitals, with the potential for scale-up to all government hospitals.Relevant changesSignificant improvements in quality of intrapartum care were detected from baseline (June–July 2015) to follow-up (February–March 2016) in targeted hospitals. The overall mean quality score rose from 65.6 (standard deviation, SD: 10.5) to 91.2 (SD: 12.4) out of 110 items (P < 0.001).Lessons learntThe method was feasible, requiring a total of 3 days and two to three trained data collectors per hospital visit. It produced data that detected substantial changes made during 8 months of national hospital quality improvement efforts. With additional replication studies, this tool may be useful in other low- and middle-income countries.

Assessing Continuous Quality Improvement in Public Health: Adapting Lessons from Healthcare

Evidence of the effect of continuous quality improvement (CQI) in public health and valid tools to judge that such effects are not fully formed. The objective was to adapt and apply Shortell et al.'s (1998) four dimensions of CQI in an examination of a public health accountability and performance management initiative in Ontario, Canada. In total, 24 semi-structured, in-depth interviews were conducted with informants from public health units and the Ministry of Health and Long-Term Care. A web survey of public health managers in the province was also carried out. A mix of facilitators and barriers was identified. Leadership and organizational cultures, conducive to CQI success were evident. However, limitations in performance measurement and managerial discretion were key barriers. The four dimensions of CQI provided insight into both facilitators and barriers of CQI adoption in public health. Future research should compare the outcomes of public health CQI initiatives to the framework's stated facilitators and barriers.

A multi-modal architecture for non-intrusive analysis of performance in the workplace

Human performance, in all its different dimensions, is a very complex and interesting topic. In this paper we focus on performance in the workplace which, asides from complex is often controversial. While organizations and generally competitive working conditions push workers into increasing performance demands, this does not necessarily correlates positively to productivity. Moreover, existing performance monitoring approaches (electronic or not) are often dreaded by workers since they either threat their privacy or are based on productivity measures, with specific side effects. We present a new approach for the problem of performance monitoring that is not based on productivity measures but on the workers' movements while sitting and on the performance of their interaction with the machine. We show that these features correlate with mental fatigue and provide a distributed architecture for the non-intrusive and transparent collection of this data. The easiness in deploying this architecture, its non-intrusive nature, the potential advantages for better human resources management and the fact that it is not based on productivity measures will, in our belief, increase the willingness of both organizations and workers to implement this kind of performance management initiatives.

The Leader–Follower Relationship and Follower Performance

IntroductionSuccess today's globally competitive environment prompts organizations to maximize employee performance. This becomes a shared responsibility between leadership and management, as well as human resource management (HRM) whose primary responsibility is performance management: the identification, measurement, and development of human performance organizations. Organizations expend time, energy, and money on performance management initiatives for the purpose of influencing employee behavior for the benefit of the organization. From a performance management perspective, managers provide feedback and coaching to workers and offer recommendations for improving individual performance, which often includes identifying key behaviors to incorporate or avoid, and competencies to further develop.Statement and significance of the problemIf employees are a source of competitive advantage for organizations, their effective management may be a key differentiator for organizational success. This advantage is contingent upon the level of employee performance, which may be influenced by multiple factors. Determining which factors contribute to improving employee outcomes may allow organizations to institute practices that stimulate employee results. Research suggests one potential source of influence to employee performance is the quality of the Leader-Follower relationship. Despite research that suggests the quality of the dyadic relations correlates to individual performance (Bauer, Erdogan, Liden, and Wayne, 2006), performance management initiatives typically target the individual and not the Leader-Follower dyad. While this common approach may align to the overall purpose of performance management, it may not sufficiently stimulate individual performance to subsequently impact organizational performance. For organizations operating a highly competitive global environment, this could prove to be a point of distinction between competitors.Exchange theories of leadershipThe quid pro quo concept of exchange has been broadly captured by the exchange theories which remain grounded interaction theory but promulgate the concept of mutual and reciprocal exchange of something of value. With Path-goal, employees exchange effectiveness and productivity order to attain personal goals. Social exchange theory implies an obligation between parties, specifically expectations between the leader and his or her team. Though inter- or intragroup interaction dominated the focus of early research, a more deliberate focus on dyadic relationships eventually evolved. Vertical-dyad linkage (VDL) theory suggests leaders develop differentiated relationships with their followers resulting in group and out group status (Dansereau, Graen, and Haga, 1975). The development of these relationships is not arbitrary; rather, it is based on the degree of mutual influence or exchange. Graen and several ofhis colleagues extended the VDL theory into leader-member exchange (LMX) theory, a common lens through which the Leader-Follower relationship is currently explored (Bauer et al., 2006; Dunegan, Duchon, and Uhl-Bien, 1992; Gerstner and Day 1997; Scandura and Graen, 1984). LMX theory asserts that when leaders and followers develop mature relationships, both parties benefit. Unlike prior theories, LMX is concerned with the dyadic relationship between the leader and follower and assumes that leaders form differentiated relationships with each of the followers. LMX is more prescriptive than descriptive which suggests one benefit to the leader is greater leadership effectiveness (Graen and Uhl-Bien, 1995). LMX theory has enjoyed greater operationalization than the earlier theories, generating a number of measurement instruments specifically designed to measure the Leader-Follower relationship. As a result, much of the research included this systematic review is based upon research that relies on LMX theory.Purpose of studyThe purpose of this study is to assess the influence of dyadic relationship quality (DRQ) on individual worker performance and to determine how other variables contribute to this relationship. …

A Performance Management Initiative for Local Health Department Vector Control Programs.

Local health department (LHD) vector control programs have experienced reductions in funding and capacity. Acknowledging this situation and its potential effect on the ability to respond to vector-borne diseases, the U.S. Centers for Disease Control and Prevention and the Public Health Foundation partnered on a performance management initiative for LHD vector control programs. The initiative involved 14 programs that conducted a performance assessment using the Environmental Public Health Performance Standards. The programs, assisted by quality improvement (QI) experts, used the assessment results to prioritize improvement areas that were addressed with QI projects intended to increase effectiveness and efficiency in the delivery of services such as responding to mosquito complaints and educating the public about vector-borne disease prevention. This article describes the initiative as a process LHD vector control programs may adapt to meet their performance management needs. This study also reviews aggregate performance assessment results and QI projects, which may reveal common aspects of LHD vector control program performance and priority improvement areas. LHD vector control programs interested in performance assessment and improvement may benefit from engaging in an approach similar to this performance management initiative.