Performance Management Practices Research Articles

The Mediating Role of Operations Management Practices on the Relationship Between the Dimensions of Manufacturing Flexibility and Competitiveness

Purpose: The aim of this study is to examine knowing the real role and impact of manufacturing flexibility on competitiveness through operations management practices, which is to determine the role and impact of manufacturing flexibility on competitiveness directly in the General Company for the Battery Industry. On the other hand, identifying the indirect role of flexible manufacturing systems in enhancing competitiveness. Theoretical framework: The main purpose of the theoretical framework is to identify all the dimensions and variables included in the current study, and thus form a deep scientific view of the study and its variables. Design/methodology/approach: field coexistence, personal interviews, and classification of data and information obtained in the questionnaire were adopted as the main tool used in the research and for a sample of 74 observations. Structural equations modelling was used to analyze the data using the programs (SPSS24, AMOS23). Findings: the research reached important results that represent The most prominent of these is the significant impact of manufacturing flexibility in enhancing the competitiveness of the battery manufacturing company, and this effect is reinforced by improving operations management practices by the company. Research, Practical & Social implications: The research was conducted in this company because it requires scientific research capable of solving many of its problems as a result of increased competition in the market, as well as the continuation of this company in production despite the cessation of many other companies as a result of. Value: It stems from a vital issue related to aimed at a better future in terms of Operations Management Practices, Flexibility of Manufacturing, Operations Management Practices, and Competitiveness, especially after the crisis that led to a significant decline in the level of performance of organizations.

The performance function in local government: Does location impact performance data use?

AbstractResearch has demonstrated that certain drivers increase the probability of performance data use in local government. One performance driver that has received minimal attention is where the performance function is organizationally located, even though prior research has shown that the organizational placement of the performance function can potentially influence the design and use of performance measurement systems. Our study explores how the organizational placement of the performance function in local government influences key drivers of performance data use. We find evidence that performance functions located outside the budget office are more likely to promote the drivers of measurement system maturity, other management processes, and devolved decision‐making, which in turn increases the probability that local officials engage in performance data use. We also identify several research implications to advance the study and practice of performance management in local government and conclude with research limitations and suggestions for future research opportunities.

Improving the Effectiveness of Employee Performance Management Process: A Managerial Values Approach

This study proposes a managerial values approach to improve the effectiveness of employee performance management processes. It suggests that traditional performance management practices have limitations, as they focus only on evaluating past performance rather than facilitating future performance improvements. Drawing on the literature and expert opinions, the study identifies three main key managerial elements: goal setting, performance review and performance improvement plans. These values can guide the design and implementation of employee performance management systems that foster employee engagement, motivation, and development. The study concludes that the adoption of a managerial values approach can lead to a more effective performance management process that aligns with organizational goals and enhances employee and organizational performance.

Traditional, transitional and new performance management practices in Australian organisations: incidence, coverage and perceived effectiveness

The shortcomings of traditional performance management practices (PMS) are widely acknowledged. There is growing interest in ‘New Performance Management’, suggesting a shift from an evaluative to a developmental focus. In Australia, little is known about the current utilisation of both ‘old’ and ‘new’ practices. Using survey data from Australian Human Resources Institute (AHRI) members we examine the incidence, coverage and perceived effectiveness of ‘traditional’, ‘transitional’ and ‘new’ practices in Australian organisations. Further, since data were gathered during the COVID‐19 pandemic, we examine the reported effects of pandemic‐related disruptions on practice intensity. Although descriptive results suggest that both workforce size and sector may be associated with practice incidence, regression results indicate that sectoral effects are non‐significant, and size matters only in relation to traditional practice use. However, our regression results indicate that COVID‐19's impact is significantly related to all three practice categories. Furthermore, overall PMS effectiveness is not rated highly.

Financial Risk Management Practices on Financial Performance of Microfinance Institutions in Kiambu County, Kenya

Purpose: MFIs are subject to financial risks, just like all other financial institutions. This is intimately tied to their primary businesses of managing credit and accepting deposits. Therefore, risk management is crucial for MFIs in order to maximize their return on investment. The current study sought to establish the effect of financial risk management practices on financial performance of microfinance institutions in Kiambu County, Kenya. The study focused on establishing the effect of liquidity risk management practices, operational risk management practices, credit risk management practices, and market risk management practices on financial performance of microfinance institutions in Kiambu County, Kenya. The theories anchoring the study comprised of Risk Management Theory, Extreme Value Theory, Credit Risk Theory, and Capital Market Theory.
 Methodology: A descriptive survey research design was adopted in the study. The target population comprised of 31registered microfinance institutions operating in Kiambu County. The unit of observation comprised of Risk and Compliance Manager, Finance Manager, Operations Manager, Credit Manager, and Business Development Manager from each of the microfinance institution making a total of 155 respondents. A census approach was adopted in the study where all the registered microfinance institutions were involved in the study. Both primary and secondary data was employed in the study where 5-point Likert scale questionnaires were employed to gather primary data while a secondary data collection sheet was utilized to gather secondary data. Both descriptive and inferential statistics were used to analyze the collected data. The statistics were generated by help of Statistical Package for Social Scientist and MS Excel.
 Findings: The results of the analysis revealed that Liquidity Risk Management Practices, Operational Risk Management Practices, Credit Risk Management Practices, and Market Risk Management Practices positively and significantly affects financial performances of microfinance institutions in Kiambu County, Kenya as shown by beta values of 0.401, 0.309, 0.497 and 0.351 and significant values of 0.000. 0.001, 0.000 and 0.006 respectively.
 Unique contribution to theory, practice and policy: The results implies that when each of the independent variable is increased with one unit, financial performance of the microfinance institutions increases with the respective beta value of the independent variable. The results led to conclusions that liquidity risk management practices, operational risk management practices, credit risk management practices, and market risk management practices bears appositive and significant effect on financial performance of microfinance institutions in Kiambu County. The study provided recommendations to the management of the microfinance institutions to enhance their practices in areas of liquidity risk management, operational risk management, credit risk management, and market risk management to improve financial performance to a positive and significant level.

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

Assessment of Green Human Resource Management in Developing Sustainable Performance of Manufacturing Industry in Pakistan

In light of the evolving corporate landscape and the growing emphasis on competencies and strategic approaches, the concept of Green Human Resource Management (HRM) has emerged as a vital component of global green development. Green HRM integrates environmental considerations into HR activities, contributing to the long-term sustainability of organizations and their workforce. While existing literature has predominantly focused on sustainability, this research addresses the novel contribution of Green HRM. The study examines the impact of Green HRM practices on the sustainability of Pakistan's manufacturing industry, encompassing social, environmental, and economic performance indicators. Data were collected from 111 manufacturing employees in Pakistan, utilizing a convenience sampling method and structured questionnaires. The findings reveal that Green HRM positively influences the environmental, economic, and social performance management practices of emerging economies. Companies with a strong brand image can leverage Green HRM practices to enhance sales and consumer awareness, aligning with their green objectives. Consequently, manufacturing enterprises in Pakistan can enhance their clean industrial capacity by adopting the proposed investigation model.

Building a knowledge graph for operational hazard management of utility tunnels

The operational hazard management of the utility tunnel infrastructure is crucial for sustainable and resilient urban development. It not only involves various domain expertise such as safety, pipeline, structure, equipment, and electricity, but also requires timely and efficient access to and decision support from the relevant information of critical resources. However, current operational hazard management practices rely mainly on the experience of engineers, rendering it difficult to ensure management quality, thus increasing the risk of utility tunnel accidents. Hence, a knowledge graph-based decision support approach is proposed herein for the operational hazard management of utility tunnels, which illustrates the ontology design and information extraction from structured field inspection data and unstructured normative text files. The experimental case study demonstrates that this approach can improve the hazard management capabilities of utility tunnels by providing decision aids such as query, analysis, and control measure feedback.

Financial Risks and Financial Performance of Deposit-Taking Saccos in Mt. Kenya Region, Kenya

This study investigated the relationship between financial risks and the financial performance of deposit-taking SACCOs in the Mt. Kenya region. Specifically, the research sought to determine the effect of liquidity risk, credit risk, and operational risk on the financial performance of DT-SACCOs in the Mt. Kenya region. The research was embedded on the liquidity preference theory, asymmetric information theory, and dynamic capabilities theory. The descriptive research approach and target population of 56 DT-SACCOs with head offices in the region were espoused. Primary data was collected using structured questionnaires administered to heads of risk management and secondary data from financial statements were considered. The findings revealed that liquidity risk has a negative and insignificant effect (β=-0.093, p=0.317), credit risk has a positive and significant effect (β=0.159, p=0.023), and operational risk has a negative and insignificant effect on the financial performance (β=-0.140, p=0.463) of DT-SACCOs in the Mt. Kenya region. DT-SACCOs should strive to maintain optimal liquidity and tighten their credit risk and operational risk management practices.

Performance Feedback During a Pandemic – (Social) Distancing from Feedback?

Abstract. Debate over performance management (PM) is at an all-time high. However, little is known about PM and feedback when employees work from home. In this qualitative study, we interview 45 human resources (HR) managers to clarify how PM practices in organizations may have transformed during the COVID-19 pandemic and accompanying teleworking measures. Based on the interviews, organizations were categorized according to their pre-COVID-19 PM approach (i.e., formal, informal, both). HR managers of organizations that applied both formal and informal PM practices indicated that they felt they could adapt to the rapidly changing environment most easily. Moreover, these organizations provided employees with digital tools and training. Since hybrid working will remain relevant post-COVID-19, we identify future research propositions and practical recommendations.

Goal-Setting Appraisal and Employee Motivation of Education in Public sector Organization: A Literature Studies

Employee performance appraisal is an important process in organizational performance management, including in the public sector. Goal-setting appraisal is an increasingly popular performance appraisal method in the public sector. The purpose of this research is to describe the goal-setting appraisal strategy in increasing employee motivation in public sector organizations. This research was conducted through a literature study that collected and analyzed the results of previous research on the impact of goal-setting appraisal on employee motivation, the factors that influence it, along with strategies for determining goal-setting appraisal. The results of this study indicate that goal-setting appraisal has a positive and negative impact on employee motivation. Factors that influence goal-setting appraisals on work motivation include goal certainty, organizational commitment, social support, self-efficacy, and job satisfaction. In addition, there are several strategies that can be implemented by organizations in determining effective goal-setting appraisals. increasing employee motivation and organizational performance. This research can provide recommendations for practitioners and managers in the public sector to develop more effective performance management policies and practices.

How to plug the leaky pipeline in clinical rheumatology across Europe-lessons to be learned from experiences in business.

While >50% of medical students and residents are women, their proportion drastically diminishes within higher ranks and leadership roles, known as the "leaky pipeline". We aimed to evaluate the leaky pipeline among rheumatologists across Europe and to assess determinants inducing rheumatologists to leave hospitals. Experts in the field of economics developed a questionnaire with scientific focus on the leaky pipeline among rheumatologists, which was distributed electronically by national scientific societies of EULAR countries and by individual contacts. We performed common factor analysis, univariate t-tests and multivariate regression analyses to appraise our dataset. 311 hospital-based rheumatologists from 23/45 EULAR countries (52.7% females, 47.3% males) answered the questionnaire. The presence of the leaky pipeline was evident for the entire sample. Of 64% female rheumatologists only 34.2% departments' directors were female, with noteworthy regional differences. Female doctors reported higher intentions to leave their hospital (β = 0.28, p < 0.05) and lower commitment towards their current organization (β = -0.34, p < 0.05) when compared with males. Women reported lower levels of job satisfaction (β = -0.26, p< 0.10), promotion justice (β = -0.55, p< 0.01), and career perspectives (β = -0.26, p < 0.10, one-tailed) than men, explaining their lower organizational commitment. Female rheumatologists perceive worse job opportunities and satisfaction than males. Many reasons for the leaky pipeline are beyond the control of organizations. By our results, organizations should be encouraged to reconsider and adjust their performance management practices enabling an equitable work environment.

The Impact of Performance Management on Employee Performance

In order to discuss the most significant findings of those studies in four main axes—the impact of PMS on employee performance, the components of the PMS, and the literature review—this paper reviews the literature on the impact of performance management practices on employee performance during the period (2015–2020). Additionally, the traits of a successful PMS and the challenges faced when implementing the system. The article came to the conclusion that the performance system has a significant moral impact on how well workers perform in firms. These studies provided conclusive evidence that, in addition to the PMS, working conditions, compensation, and promotion are organizational elements that influence employees' performance. Performance monitoring is carried out with performance assessment by management since, according to the research; performance planning has a limited impact on workers' performance while performance appraisal has been the most precise of employee performance.

Impact Impact of High-Performance Management Practices on Affective Commitment: A Mediating Mechanism of Job Satisfaction

The objective of this study was to explore the relationship between high performance management practices (HPMP) and affective commitment (AC) through mediating mechanism of job satisfaction (JS). Questionnaires were distributed among 260 employees of five banks (Habib Bank Limited, Faysal Bank, Bank Alfalah limited, Summit Bank and Standard Chartered Bank) using non probability convenient sampling technique. Kenny (2012) contemporary approach for mediation was used to find out relationship between the variables. Results showed that HPMP have significant and positive relationship with AC. Similarly, the results also showed that there is positive relationship between HPMP and JS. From the results it is concluded that JS partially mediates the relationship between HPMP and AC.

Organisational Elements Controlling the Labour Efficiency in Sri Lankan Road Construction Projects: Engineers’ Perspective

Labour efficiency is crucial for a construction firm’s long-term viability. According to recent studies, modernising organisational and administrative procedures is essential to improving labour efficiency in many developing countries, including Sri Lanka. The perspectives of construction engineers play a key role in strengthening organisational policies and management practices in the construction industry. As a result, based on the viewpoint of construction engineers, this study aims to identify the critical organisational elements that highly influence labour efficiency in Sri Lankan road construction projects. The elements/factors were qualitatively discovered after a thorough literature review. Then, a questionnaire survey was conducted among construction engineers employed by 31 Sri Lankan road construction contractors. The Relative Importance Index (RII) method was used to quantify each element’s level of influence on labour efficiency. Based on RII values, 33 organisational elements were determined as critical, where lack of communication and cooperation between the parties, delay in salary payment and lack of labour training facilities were determined as the top three ranking elements in the list. The validity and reliability of the results were confirmed by additional statistical tests. Using problem-based communication strategies, industry consultations were conducted among construction experts to determine the necessary future measures from relevant authorities based on the identified critical elements. These consultation outcomes suggest that the organisational policies of construction enterprises currently in place addressing financial procedures, communication strategies, resource management, performance management and training development practices must be improved in light of the new normal conditions facing the industry. The study findings might help to close the gap between management/organisational policies and workforce practices. Despite the fact that the study findings are limited to the Sri Lankan road construction industry, some of them could be used to address comparable issues in other developing nations.

Organisational elements controlling labour efficiency in building construction operations – a construction supervisors' perspective

PurposeLabour efficiency is the key component for the long-term sustainability of construction firms. Recent studies show that modernising organisational/managerial processes is necessary to raise labour efficiency in many emerging nations. Construction supervision is a crucial element in organisational/managerial practices, which provide blood circulation to the project operations by directing labour. Accordingly, this study aims to quantify the impacts of crucial organisational/managerial elements on the efficiency of labour in building construction projects based on the viewpoint of construction supervisors.FindingsA total of 28 factors were determined as critical, where lack of labour motivation, poor labour training facilities, poor performance evaluation practices, no labour rewarding mechanism and poor communication/cooperation between parties were judged to be the top five key issues in the list. The validity and reliability of the study findings were ensured through statistical tests and the experts' discussion outcomes. In view of the evolving challenges facing the industry, the results indicate that the organisational policies of construction enterprises in place addressing financial procedures, communication strategies, resource management and performance management practices must be enhanced.Research limitations/implicationsThe study findings will make a substantial contribution to reducing the disparity between organisation/management policies and labour practices towards changing how the sector operates to increase labour efficiency in construction projects.Originality/valueThis study contributes to addressing the knowledge gap in the industry associated with the organisational protocols, especially to understand/predict how such elements are significant, how much they influence the efficiency of construction practices and what steps can be made to limit their effects on labour efficiency in construction. These could be crucial in modernising organisational policies and procedures for construction management.

GHRM and employer branding: empirical study in developing and developed economies

PurposeThe purpose of this study was to compare the effect of GHRM practices on employer branding among firms in developed and developing economies.Design/methodology/approachThis study applied a cross-sectional survey for 234 respondents. The sample was derived from multiple databases consisting of firms in developed and developing countries.FindingsThe analysis indicates that green competence building practices and green performance management practices are positively related to environmental reputation and hence employer brand. Green employee involvement is exceptional because it has a more positive influence on environmental reputation in developed economies.Originality/valueThis study is cross-national in nature and compares GHRM practices in developed and developing economies.

To the summit and beyond: Tracing the process and impact of collaborative performance summits

AbstractInteractive routines such as collaborative performance summits are thought to help collaborating organizations assess and improve their performance. However, there is little systematic evidence to substantiate this claim. This study leverages a longitudinal dataset to examine the summit process and identify the difference between summits that have an impact on performance and those that do not. The study explicates the assumed causal process and traces 18 partnerships as they prepare, conduct, and follow‐up a summit. The analysis provides evidence for the positive impact of summits, but also shows that the process unfolds differently than expected. Neither the range of performance issues that actors bring to the summit nor the intentions for change they formulate at the end of the meeting are key differentiators. The hallmark of impactful summits emerges to be a large share of participants gaining comprehensive insights. These findings have implications for collaborative performance management research and practice.

Developing SME performance management practices: interventions for improving productivity

PurposeThe paper is a proof of concept (PoC) intervention study aimed for developing performance management (PM) practices in manufacturing small and medium-sized enterprises (SMEs) with the longer-term aim enabling the SMEs to improve their productivity. The intervention was designed and deployed by a collaborative quartet of academics, management consultants, accountancy firm and a commercial bank manager.Design/methodology/approachThe paper firstly musters a set of initialising PM practices aligned to productivity improvement. These are utilised to design a knowledge transfer intervention for deployment with a set of manufacturing SMEs incorporating some associated productivity tools. The evaluation of the intervention utilised a case study approach founded on a logic model of the intervention to assess the development of the PM practices.FindingsThe intervention contributed to a partial development of the mustered practices and the productivity diagnostic based on the multi-factor productivity (MFP) abstraction and a data extraction protocol had the strongest impact. The study revealed the importance of the three interlaced factors: Depth of engagement, feedback opportunities and the intervention gradient (the increase of independent action from the participating SME's and the diminishment of the external intervention effort).Research limitations/implicationsThe case study is based on a limited number of individual SME's, and within just the manufacturing sector.Practical implicationsSME businesses will require a more sustained programme of interventions than this pilot to develop PM capability, and depth of engagement within the SME is critical. Professional stakeholders can be utilised in recruitment of firms for intervention programmes. Business can start developing PM capability prior to PMS implementation using the tools from this programme.Originality/valueThe productivity diagnostic tool, based on a synthesis of MFP and the performance pyramid, an array of potential initialising practices for PM capability and discovery of potential mechanisms for PM practice development.

Impact of Performance Management Practices on Employee’s Performance: A Study of GMVN Uttarakhand

This study aimed to explore the impact of performance management strategies on the employees' performance within the governmental entity "Garhwal Mandal Vikas Nigam" in Uttarakhand. Utilizing a structured questionnaire adapted from Lusthaus' (2002) influential organizational assessment study, the research involved a sample of 180 participants. Data analysis was conducted using Smart-PLS, offering a comprehensive examination of the correlation between performance management strategies and employee performance in the organization. The findings of this study indicated a significant positive correlation between organizational performance and the implementation of performance management practices. Notably, it was observed that government organizations lag behind in effectively implementing performance management practices, resulting in the absence of a robust performance management system. It's essential to note that the study's scope was limited to the Garhwal region and its unit GMVN. Future research endeavors could extend their focus to the Kumaon region, with KMVN as a potential research area. The study strongly recommends that government organizations establish and consistently practice an effective management system. Such a system serves as a motivational strategy, fostering improved employee performance in the present and future. The societal significance of this work lies in its emphasis on crucial factors influencing organizational performance, such as motivation, organizational capacity, and socio-technical and cultural aspects.