Performance Management Planning Research Articles

The synergy of human resource development (HRD) and artificial intelligence (AI) in today’s workplace

ABSTRACT The systematic review paper examines the relationship between artificial intelligence and human resource development in organisations. The study aims to understand AI’s symbiotic role in improving HRD functions like training and development, organisational development, career development, performance management, and workforce planning in the last two decades. It highlights how AI revolutionises HRD, including performance management, learning and development, and workforce planning. The paper also covers the role HRD plays in facilitating AI adoption. This paper closes the gap between AI and HRD by highlighting the benefits of this symbiotic relationship. The work poses crucial research questions to guide future investigations. The questions cover how HRD is essential for ensuring the smooth adoption of AI to boost human capital by focusing on HRD and how AI can strengthen HRD by improving critical functions. By employing HRD practices to improve AI adoption and AI to improve HRD function, this research aims to increase our understanding of how AI and HRD need to work together in synergy.

Holistic approach of Talent Management for a successful Succession Planning

Preparing ourselves for future volatile economic environment is a challenge. Every Organization needs to develop a succession plan for taking up the roles and responsibility by the next generation leaders. Indian Public Sectors Units (PSUs) often find themselves in a challenging situation while positioning suitable manpower for the key leadership positions in the changing market situation. They adopt several Management Practices to develop future leaders within the organization, as it is more preferable to develop a Talent Pool in-house, rather than acquiring it from outside. Based on various studies in the past, relationship between Succession planning and Talent Management is well established. Yet, the impact of Performance Management in particular, needs to be specifically addressed, critically analyzed and reviewed in depth in line with acquiring, developing and retaining the talent for a successful Succession Planning.
 Problem statement - how does Performance Management System impact on Succession Planning? what is the relevance in integrating these two and how does it contribute to organizational sustainability? what are the Talent Management processes that support successful Succession Planning?
 The study involves a sample of Indian PSUs from various sectors. A mixed method approach for data analysis is preferred. Document analysis involves review of Policy/guidelines, Procedures and Reports related to Human Resource Development (HRD); whereas feedback on perception of employees were collected through interactions with key stakeholders and analyzed using thematic analysis to identify linkage between Performance Management and Succession Planning.
 The study suggests the holistic approach towards Talent Management and its best practices for a successful Succession Planning. It recommends to identify and develop individuals in-house, for the critical and key leadership roles thus achieving organizational sustainability.

PERANCANGAN SISTEM PENGURUSAN PRESTASI PENILAIAN INTERIM BAGI PRESTASI PEGAWAI PERKHIDMATAN PENDIDIKAN BERTERASKAN MODEL QUADRUPLE HELIX [DESIGN OF INTERIM PERFORMANCE MANAGEMENT SYSTEM FOR EDUCATIONAL SERVICE EMPLOYEES BASED ON THE QUADRUPLE HELIX MODEL

The performance evaluation management system is the proper handling of employee assessments, allowing workers to reach their full potential in their jobs. Performance evaluation is the process where employers assess employees' job performance to encourage high-quality productivity by rewarding good employees and assisting in improving performance when needed. Therefore, this article aims to enhance the quality of performance in educational service officers (PPP) by using the relevant concept of interim assessment integrated into the existing performance assessment. Transforming performance assessment on an interim basis can optimize the measurement and evaluation of educational service officers in a more structured and systematic manner. This paper discusses the interim performance evaluation process to enhance competence and maximize the abilities of educational service officers, especially in the education sector. The article also discusses the expected transformation of interim employee performance assessment for education services based on the Quadruple Helix Model. This model is highly suitable for adapting into performance management planning and assessment transformation systems to enhance the competence of employees, as it involves interactions among government, industry, community, and higher education institutions in improving performance management.

PERFORMANCE MANAGEMENT AND STRATEGIC PLANNING IN PRIVATE BANKING SECTOR: ISSUES AND FACTORS

The main aim of the study is to identify and explore issues and factors concerning to performance management and strategic planning. Methodology: The existing study is primary and descriptive in nature. The sample size of the study is 155 employees working in private banks from Delhi/NCR. The responses from the employees obtained from structured questionnaire. The various statistical tools, namely, Reliability statistics, descriptive statistics, t test and ANOVA applied. Findings: The majority of respondents are male having age of 30-35 years, having married status, having post-graduation qualification and earning Rs.25000 and above. Irrelevant job descriptions found to be the most important issue in performance management and strategic planning. Utilize a 360 Degree review system found to be the most important factor in performance management and strategic planning. Social Implications: The existing study is beneficial to top level management personnel in identifying and exploring issues and factors related to performance management and strategic planning. Originality: The existing study is confined to Delhi/NCR region only and further research can be elaborated by expanding more regions to explore issues and factors pertaining to performance management and strategic planning.

Research on the Performance Management Problems of Gushi Rural Commercial Bank

The continued development of China's market economy has resulted in the Rural Commercial Banks expanding their business scale, however, traditional individual performance measurement models have had difficulty adjusting to the bank's deepening development needs. It is important that Rural Commercial Banks concentrate on accurate positioning and development goals and continuously optimize the current performance management system to mobilize the enthusiasm of personnel and improve work efficiency. This paper mainly explores the performance management problems of Gushi Rural Commercial Bank and suggests ways to formulate performance management plans tailored to its characteristics with a focus on improving performance assessment feedback and communication systems, clarifying assessment performance, implementing assessment results more effectively, and strengthening the application of assessment results.

Advancing a Performance Management Tool for Service Delivery in Local Government

Various strategic plans compiled by the local levels of government seek to advance the need to integrate strategic planning frameworks and improve service delivery and related content through the application of performance management tools. From the perspective of municipalities, all policies and plans at all levels of government need to be articulated with empirical based plan-level formulation and in compliance with set performance assessment criteria. Using South Africa as a case study, the methodology of the paper included a theoretical analysis of available (but applicable) performance management tools and processes. The focus and outcome were the development of a simplified performance management tool that supports elementary prioritization of projects and the setting of standards to address the growing needs, service backlogs, and informality challenges, thereby enhancing sustainable planning and development applicable to developing countries. The study findings highlight, firstly, the prevalence of persistent service delivery gaps in local government. Secondly, local government performance management and strategic plan implementation is constrained by measurement data, standards, and information gaps. Thirdly, inadequate legislative frameworks and strategic instruments applicable to local government in developing countries adds another layer of performance management gap dimensions. Fourthly, there is misalignment between policies, legislative provisions, and local needs in terms of a set of applicable measurement tools and standards relevant in a developing country. Fifthly, an oversight role gap exists in terms of clearly defining the roles and scope of responsibilities concerning performance management. These above-mentioned shortcomings read together constitute a service delivery performance management tools gap that needs to be overcome if improved service delivery is to be achieved. In view of the above-stated considerations, a simplified performance management tool to enhance service delivery in local government had to be developed. The developed simplified performance management tool assumes that the application of performance management assessment processes is to be aligned throughout all spheres of government.

Management 4.0: Concept, applications and advancements

Management 4.0 assists businesses in evolving, surviving and performing in the competitive and dynamic world. This fourth revolution uses advanced technologies like Artificial Intelligence (AI), Virtual Reality (VR), Internet of Things (IoT), Robotics, Holography, Additive Manufacturing etc., for the proper management systems. These technologies facilitate working personnel and make it more appealing to complete their duties efficiently and accurately. The main aim of this paper is to understand the concept of Management 4.0, its technologies and applications for proper management systems. As Management 4.0 enhances process control, the chance of human error is reduced, leading to increased efficiency. It enables rapid and intelligent decision-making, reduces costs, accelerates growth, and raises profitability. Management 4.0 technologies and advanced data analytics are helpful to make smart supply chain management well suited to fulfil industry 4.0. Thus, to overcome various obstacles and effectively deploy Management 4.0 technologies in manufacturing industries, top management must establish a clear asset performance management plan with the help of process engineers familiar with industrial system failure occurrences and what operators need to improve. Management 4.0 involves advanced technologies, system connectivity, data collection & analysis at the organisation level. Management 4.0 is expected to be a critical component in the long-term survival of any business, either manufacturing or service-providing organisations. This paper explores the development of Management 4.0 and its dimensions and transformations through Management 4.0 perspectives. Finally, the significant role of Management 4.0 for appropriate private management system in manufacturing industries are identified. Organisations require a system that seamlessly meets the company's expectations, consumers, investors, and other stakeholders to remain competitive, and Management 4.0 will enable this. Many businesses strive to integrate technologies and upskill their personnel to adapt to the new job duties and attract more workers with the necessary abilities.

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.

Criteria to appraise top executives for ambidextrous leadership

PurposeThis paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.Design/methodology/approachUsing a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical.FindingsThe criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible.Originality/valueThis theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.

Talent management practices and work-related outcomes for South African academic staff

This study explored the perception of relationships between talent management practices and work meaningfulness, happiness, and turnover intention among South African academic staff. The participants (n = 160) were from a large South African higher education institution (HEI). For a measure of talent management practices, the participants completed the Human Capital Index. Work-related outcome measures included the General Happiness Scale (GHS), the Meaning of Life Questionnaire (MLQ), and the Employee Retention Scale (ERS). Regression analysis results showed employee perceptions of talent management practices of talent acquisition and development, talent retention, management commitment, performance management, workforce planning, and staffing to predict their happiness and sense of work meaningfulness. Moreover, employee perceptions of talent management practices of acquisition, development, performance management, staffing, retention practices, and workforce planning predicted lower turnover intentions. Higher education management should invest in employee-centric talent retention practices for sustained academic workforce development and retention.

Element-Level Optimization Module for Bridge Planning and Programming

The overall objective of this research is to support state departments of transportation with their decision-making processes and transitions to performance management and performance-based planning and programming mandated by the Moving Ahead for Progress in the 21st Century Act. Accomplishing this objective requires a systematic multiobjective optimization methodology. This research proposes such a methodology, referred to as an “element-based multiobjective optimization” (EB-MOO) methodology, which produces optimal or near-optimal sets of short- and long-term intervention strategies detailed at the bridge element level for planning and programming. The methodology currently focuses on the bridge asset class and consists of five modules: (1) data processing, (2) improvement, (3) element-level optimization (ELO), (4) bridge-level optimization (BLO), and (5) network-level optimization (NLO) modules. This paper details the ELO module, specifically: the basic framework of underlying processes and concepts, the alternative feasibility screening process, optimization problem types and mathematical formulations, and the heuristic algorithm used to solve the ELO problems. The paper also includes an illustrative example using a prototyping tool developed to implement EB-MOO methodology. The example presents several ELO problems under unconstrained scenarios. The implementation demonstrated the module’s capability in producing optimal or near-optimal ELO solutions, recommending element intervention actions, predicting performance, and determining funding requirements for the specified improvement type and program year. The broader EB-MOO methodology uses the ELO results as inputs for the BLO and NLO modules.

A study of employee well-being in the Kingdom of Bahrain

Organisations are investing in employee well-being initiatives, as employees constitute the most important stakeholder group. Employee well-being requires a focused and concentrated approach. The main aim of this study was to assess the importance of employee well-being in organisations in the Kingdom of Bahrain. The study was based on the five domains of employee well-being model [1]. The five domains being the health domain, the work domain, the values/principles domain, the collective/social domain, and the personal growth domain. The study revealed that majority of the participating organisations were focusing more on factors related to physical health and physical safety of their employees than on mental health. Significant factors like pay and rewards, autonomy, job satisfaction, people management policies, professional management, workload distribution, and leadership need improvement when compared to factors like work-life balance, open and inclusive work environment. All these factors relate to the work domain. In the values/principles domain, more participating organisations had a clear mission and objectives, and were investing in training their managers and employees, whereas ethical standards, diversity and inclusion, cultural engagement, corporate governance, corporate social responsibility, dignity at work and mutual trust at the workplace, needs to be given more attention. Very few participating organisations have value-based leadership and a well-being strategy in place. Teamworking, dignity and respect at the workplace were evident in more participating organisations than factors like positive and healthy relationships, employee voice, supportive management style. All these factors contribute to the collective/social domain of employee well-being, In the personal growth domain, performance management and personal development plans, open and collaborative culture, and succession planning were prevalent in more participating organisations than effective utilisation of employees’ skills, coaching and mentoring, resilience training, positive emotional relationships, financial well-being, challenging work , lifelong learning, access to training and creativity. Mid-career review was conspicuous by its absence in all participating organisations. The study reveals that employee well-being in organisations in the Kingdom of Bahrain needs more attention and focus than what is being accorded now.

Unlocking the Relationship between Talent Management Practices and Performance Sustainability in Sports Industry

The present study investigated the effect of talent management practices on performance sustainability in the sports industry. The study used the deductive reasoning approach to predict new cricketer performance sustainability. The hypotheses were tested using partial least square structural equation modeling (PLS-SEM) techniques. The self-administered structured questionnaires were used to collect data. The total sample size was 270, which were collected from respondents playing in Bangladesh Premier League, Domestic and International matches. The results revealed that onboarding and engagement, player development, performance management, and strategic teamwork planning positively influence performance sustainability. However, the findings suggested that policymakers and other concerned authorities should implement this result to sustain players' performance continuously. Meanwhile, this is the first paper that applies talent management practices to magnify performance sustainability.

Understanding the Feasibility of the Common Set of Performance Management Planning Based on Hofstede’s Framework of Cultural Dimension

Performance management is one of the most important parts of human resource management practice and policy. Multinational Corporations pay more attention to their performance management and to help their corporation becomes a high-performance organization. The performance management (PM) system is a necessary part of Multinational Corporation’s management system. On the other hand, the performance system has close relationship with rewards, development and job analysis which is other important part of human resource management in multinational corporations. Multinational corporations work hard to improve their performance management practices ensuring their employees, teams and their business units complete their objective output. The employees and organizations have been driven by the important performance tools which impact both on individuals and team’s performance. This paper introduces the multinational corporation’s performance management system and compares the performance management characteristics and the feasibility of the common set of performance management planning of French companies and Chinese companies based on Hofstede’s framework of cultural dimensions.

Unlocking the Relationship Between Talent Management Practices and Performance Sustainability in the Sports Industry

The present study investigated the effect of talent management practices on performance sustainability in the sports industry. The study used the deductive reasoning approach to predict new cricketer performance sustainability. The hypotheses were tested using partial least square structural equation modeling (PLS-SEM) techniques. The self-administered structured questionnaires were used to collect data. The total sample size was 270, which were collected from respondents playing in Bangladesh Premier League domestic and international matches. The results revealed that onboarding and engagement, player development, performance management, and strategic teamwork planning positively influence performance sustainability. However, the findings suggested that policymakers and other concerned authorities should implement this result to sustain players' performance continuously. This is the first paper that applies talent management practices to magnify performance sustainability.

Rancangan Manajemen Kinerja Stratejik PT XYZ

This study aims to provide recommendations for a performance management system that can be implemented in PT XYZ. The company started implementing performance management in 2017 which is expected to help achieve company goals. However, the current implementation of performance management still needs to be improved, such as performance measurement which only uses behavior and competencies and there is a difference in the performance management process between the corporate and EPD teams. Three theories from Miles & Snow, Schuler & Jackson, and Fombrun are used to get the ideal direction of performance management based on business strategies, while Aguinis theory is used to identify gaps that occur in application in the field. The identification process was applied by document study, analysis of survey results to 40 respondents, and interviews with Senior Performance Management Specialists to obtain a strategic performance management plan that could be used by PT XYZ. Making performance as an indicator of performance appraisal, communication and monitoring of coaching & mentoring results is a recommendation for PT XYZ to improve its performance management.

“Reinventing the wheel, over and over again”. Organizational learning, memory and forgetting in doing diversity work

PurposeThe purpose of this paper is to advance knowledge of organizational change towards diversity by bringing together concepts from organizational learning and diversity studies.Design/methodology/approachThis longitudinal study was conducted over two years. It involved interviews, observation of meetings and consultation of documentation and the analysis focused on organizational learning. The key research question was how do organizational members institutionalize their individual learning process to change in organizational cultures, routines and structures in a sustainable way?FindingsThe results showed that there had been learning at the individual level but this did not necessarily mean that participants had been able to transfer their learning into behaviour change.Research limitations/implicationsThe research suggested that training alone may not be sufficient to promote effective organizational change regarding diversity. Additional measures are likely to be required, for example, including diversity targets in performance management plans and reviews.Practical implicationsIn order to achieve greater diversity, organizations are likely to need to use a number of methods to supplement initial training.Social implicationsThis research gives insight into how greater diversity may be achieved in organizations.Originality/valuePrevious literature understates the complexity of the change processes for enhanced diversity to be sustained in organizations. This study has originality in its focus on organizational learning.

Why Has Strategy Become Irrelevant? Understanding the Complete Strategy Landscape

Developing the firm’s strategy was once seen as the most important task facing a CEO. Yet in the last twenty years, the practice of strategy has been relegated to a routinized function – part of the annual planning process, like performance management and succession planning reviews – necessary and useful, but neither vitally important nor the focus of CEO attention. Why has strategy lost its primacy and relevance? And can it recover its exalted position in C-suite discussions?

Pursuing Public Health Accreditation: A Focus on HOW.

Balancing competing imperatives of conserving scarce resources while improving organizational performance and community health, many local health departments (LHDs) have decided to pursue national, voluntary public health accreditation as a guide to improvement, but how to do so in the most efficient way possible remains a question for many. This study employed a participatory action research approach in which LHD directors and accreditation coordinators from 7 accredited and 3 late-stage accreditation ready Kentucky LHD jurisdictions participated. Participants organized a set of accreditation deliverables into a chronological sequencing of each site's accreditation readiness process, which was then coded by researchers to identify similarities and differences. All participating jurisdictions had all-hazards emergency operations plans and public health emergency operations plans while none had workforce development plans, quality improvement plans, or performance management plans before launching accreditation readiness activities. Also identified were the number of accreditation deliverables attempted, simultaneously, by each site and the importance of specific deliverables having a singular focus. Sequences of work on specific deliverables by the majority of participants included completing work on the quality improvement plan immediately, followed by the performance management plan, the Community Health Assessment before the Community Health Improvement Plan, and a strategic plan, followed by a workforce development plan. Factors influencing accreditation readiness processes, elements for sustaining processes, and lessons learned throughout the pursuit of accreditation were also provided by participants. Recognizing the impact of staff availability, staff skill sets, training, and available financial resources on the pursuit of accreditation, participants determined that aggregating lessons learned into a flowchart highlighting the interconnectedness of accreditation deliverables could produce a road map for LHDs. Accreditation deliverables could be attempted in a logical, efficient order particularly valuable to small LHDs with limited resources and yet adaptable for those jurisdictions able to devote more resources to the process.

Performance evaluation framework of Wyoming connected vehicle pilot deployment program: summary of Phase 2 pre-deployment efforts and lessons learned

Purpose This paper aims to present a summary of the performance measurement and evaluation plan of the Wyoming connected vehicle (CV) Pilot Deployment Program (WYDOT Pilot). Design/methodology/approach This paper identified 21 specific performance measures as well as approaches to measure the benefits of the WYDOT Pilot. An overview of the expected challenges that might introduce confounding factors to the evaluation effort was outlined in the performance management plan to guide the collection of system performance data. Findings This paper presented the data collection approaches and analytical methods that have been established for the real-life deployment of the WYDOT CV applications. Five methodologies for assessing 21 specific performance measures contained within eight performance categories for the operational and safety-related aspects. Analyses were conducted on data collected during the baseline period, and pre-deployment conditions were established for 1 performance measures. Additionally, microsimulation modeling was recommended to aid in evaluating the mobility and safety benefits of the WYDOT CV system, particularly when evaluating system performance under various CV penetration rates and/or CV strategies. Practical implications The proposed performance evaluation framework can guide other researchers and practitioners identifying the best performance measures and evaluation methodologies when conducting similar research activities. Originality/value To the best of the authors’ knowledge, this is the first research that develops performance measures and evaluation plan for low-volume rural freeway CV system under adverse weather conditions. This paper raised some early insights into how CV technology might achieve the goal of improving safety and mobility and has the potential to guide similar research activities conducted by other agencies.