Performance Management Program Research Articles

Performance feedback in healthcare organizations: The role of accountability measures and competition

This study examines the impact of accountability arrangements in the form of performance feedback on organizational behaviors among healthcare organizations. Specifically, it evaluates the effectiveness of a performance management program implemented in South Korean healthcare settings, focusing on antibiotic prescription patterns. The study presents three key findings. First, significant performance improvement occurred mainly among low performing organizations. Second, public healthcare organizations exhibited greater performance enhancements compared to their private counterparts. Third, organizational responses to performance feedback were more pronounced when robust competition prevailed among the assessed healthcare institutions. This synergy between performance management and competitive environments was primarily evident in private organizations.

Performance Management Systems and Program Performance: A Case Study of Uganda Women Entrepreneurship Program (UWEP) in Buhweju District

Performance Management Systems and Program Performance: A Case Study of Uganda Women Entrepreneurship Program (UWEP) in Buhweju District

Performance Management Reviews: Its Impact on Business

Every organization has its own system of tracking and evaluating employee progress, but regardless of whichever system it uses, one thing every company has to decide is its reviews. Reviews are a crucial part of performance management process, but they shouldn’t be the only opportunity employees have to give and receive feedback. This combination of real-time feedback and review together can drive the overall performance management program smoothly throughout the year. Using a performance management system (PMS) can help companies facilitate performance management conversation and provide relevant support at the right time to deliver the desired results. These reviews drive business growth, give employees a chance to share and receive valuable feedback to improve their overall job satisfaction.

High-performance work systems and proactive behavior: the mediating role of customer-oriented behavior

PurposeAlthough high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study explores how HPWS promote proactive behavior through learning goal orientation (LGO) and customer-oriented behavior (COB).Design/methodology/approachA questionnaire survey was conducted with 279 healthcare workers in nursing homes. Structural equation modeling was conducted to test the hypotheses.FindingsThe results show that HPWS positively influenced proactive behavior through COB and that HPWS positively influenced proactive behavior through LGO and subsequently through COB. The findings indicate that COB is vital in linking HPWS to proactive behavior in healthcare service organizations.Originality/valueThe results suggest that HPWS provide job resources that enable health care workers to take initiatives to change their work environment through performance management, incentive systems and training programs. This study is the first to identify the mediating role of COB in linking HPWS to proactive behavior.

BCStat: A Sustainable Approach to “CollaborationStat”

Baltimore City’s CitiStat, a performance management program designed to increase productivity by requiring key indicators on a regular basis, quickly became a highly lauded model that was replicated by other governments around the world but that has had its own sustainability questioned. Based on lessons learned from the CitiStat experience, Baltimore County’s BCStat program has taken a “three pronged approach” to maximize program benefits and to address the sustainability challenges faced by CitiStat. Specificially, BCStat is focused on collaborative, cross-departmental priorities; the Stat team provides data and consulting support; and data literacy has become infused across all county departments, including programmatic assistance.

Management Program Implementation of Performance Monitoring and Control Systems Benefits as Quality Control and Teacher Competence in Banyuwangi District

Teachers who get certification are entitled to a professional allowance. The government hopes that with this allowance, teachers can improve their welfare and performance. But unexpectedly, after receiving the professional allowance, teachers are not compensated with good quality and competence. Related to this, the Banyuwangi Regency government made improvements through the Education Office Branch. A Management System for Monitoring and Control of Performance and Allowances (SRITANJUNG) management program was launched to control teacher quality and competency. This study aims to build an implementation model for the Sritanjung Program as a quality control and appropriate teacher competency. Factors that support or inhibit will be sought and try to find a solution. This study uses a descriptive qualitative method by collecting data in the field through interviews and questionnaires to all parties involved. The results showed that 1) the implementation of the program as a quality control and teacher competence in the process there are problems with legality, attitude and character of supervisors and principals, target targets/teachers, and tools. While the supporting factors for program implementation as control are: (a) the existence of implementer intentions and agreements, (b) the existence of a legal umbrella, (c) application support, and (d) the availability of implementor resources that are ready. While the inhibiting factors are (a) policy; assignment legality for school supervisors and principals, (b) tools; teacher's computer equipment, frequent errors, incomplete features, and internet signal, (c) systems and processes; lack of clear information about the program, and (d) from human resources; not all teachers are familiar with applications, honesty of information from teachers, weak mastery of information technology and computers, allocation of allowances and busyness of teachers. Meanwhile, the program implementation model for quality control and teacher competence that has been built and is appropriate is the Co-Han Model, which is presumably the initial solution. The Co-Han model is a combination of the old program implementation model and some elements of the COCO control model. This new model involves elements of attitude and characteristics of implementers and targets. Involving the elements of attitude and character in the form of goals, commitment, and abilities is considered very important. With a good attitude and character, it is hoped that the program can be implemented properly too, so that the goals will be easily achieved. The combination of management as a system, as well as commitment and ability as a character will greatly influence program objectives. This is considered a very effective, necessary and new combination in a program implementation as control.

Enterprise financial strategy and performance management analysis based on principal component analysis

Abstract Under the condition of social and economic growth rate continues to slow down, enterprises put forward environmental protection policies from the perspective of long-term development of resource construction, and enterprises will face more and more competitive pressure. If an enterprise wants to break through its own development bottleneck and become one of the enterprises drafting national standards in the industry, it must have a comprehensive understanding of its financial strategy and performance management program. This paper studies using the principal component analysis (pca), after consulting relevant financial performance evaluation literature, based on an enterprise’s financial performance data for principal component analysis, will have access to financial performance evaluation results ranking and scoring, not only can be found that there were problems, also will use modern management theory to replace the traditional financial performance evaluation methods, Give priority to scientific and comprehensive financial indicators for performance evaluation, so as to put forward effective solutions to help enterprises to clarify their own competitive pressure and market positioning.

INFLUENCE OF RIGHT TO EDUCATION ON PERFORMANCE OF TEACHERS IN SELECT SCHOOLS IN BANGALORE CITY

The Right of Children to Free and Compulsory Education Act or Right to Education Act (RTE), enacted by the Parliament of India on 4 August 2009, paves way for compulsory basic education to children across India. This act helps to uplift the society by assigning more academic responsibilities to schools and teachers. Therefore, right to education will increase the workload and have strong effect on performance of teachers in schools. This study focuses on the impact in performance of teachers and measures to overcome the same. Descriptive research method was adopted utilizing both primary and secondary data. This way, the present study is conducted with a sample of 100 teachers working in select schools in Bangalore City, India. Personal interaction and useful questionnaires answered by teachers provided the data for analysis. The questionnaire comprised four parts, such as demographic profile, impact of RTE in classroom teaching, role of training and development in performance of teachers, and expectations of teachers in workplace. The study used simple percentage analysis, factor analysis, multiple regressions analysis, Friedmans chi-square test and Garret ranking analysis, to collate and analyze the data. This study results reveal that RTE admissions create classroom management challenges and impact performances of teachers. The study results further reveal that in order to overcome the challenge and enhance the performance of teachers and increase academic outcomes, performance management, training and development programs and meeting the at par remuneration, at par workload and resource accessibility expectations of teachers are all equally significantly important.

Impact of welfare measures on the quality of worklife of information technology employees with special reference to Chennai City

In today's competitive market, a corporate organization must focus clearly on providing welfare facilities to workers, since this result in their happiness with the company, which leads to an improved quality of work life. Human resource management plays a critical part in optimizing a member of staff's output and making the most of the company's valuable assets. This goal will help to boost staff performance and passion to reach the tactical business goal. To improve a member of staff's efficiency and motivation by providing better performance management programs, rewards and recognition initiatives, stress management programs, work-life balance programs and excellent quality stability between work and personal life. The primary goal of employee welfare is to improve employees' lives and keep them happy while they work. Job happiness, productivity, job participation, and job enrichment are all factors that go into determining the quality of work life for people and businesses. In Chennai, a research was conducted to determine the many employee welfare activities skillfully performed by various IT sector activities, as well as their influence on the employees' quality of work life.

Human Capital Management Strategies in the Post COVID Era

COVID-19 pandemic has adversely affected both developed and developing countries and all industrial sectors across the globe. As a result of some cost cutting measures adopted by firms employees found regression in their career. This led to demotivation and dissatisfaction among employees. This calls for reengineering of human resource practices and managing human capital more effectively and intelligently. Human capital management (HCM) refers to the set of human resource management practices that enhance the value of employees to the organization. The important elements of Human Capital management include Organizational vision and values, Strategic Goals and objectives and HCM leadership team. Success of HCM depends on effective management of human capital data, human capital initiatives and human capital development. Changing business environment conditions demand HR professionals to go in for intensive re-skilling. Most of the organizations are using data analytics to integrate employee data from various divisions of the organization across the world to improve performance management, employee engagement and leadership development programs. In all modern organizations, HR teams are going through different phases of HR transformation. The HR practices that perfectly optimize the workforce competencies of one organization may not be best fit for another organization. Each organization has to find the right competencies to focus on with regard to talent acquisition, talent management and talent optimization. HR professionals need to enhance their skills to make best use of the predictive analytics to make intelligent employee decisions.

Identification of the best correlations of permeability anisotropy for Mishrif reservoir in West Qurna/1 oil Field, Southern Iraq

At present, reservoir whether isotropy or anisotropy is taking more attention, particularly the difference in (porosity, permeability, and capillary pressure) associated with pore space. These differences are due to the original sediments and thus diagenetic changes. It has been found that common models are insufficient to predict reservoir performance and field management program design. Recovery factor (RF) is the main factor affecting the optimization process for any reservoir that is very sensitive to reservoir heterogeneity and hence an accurate vertical and horizontal permeability (Kv and Kh) distribution is required. A case study is represented in this paper aimed at vertical permeability estimation from horizontal permeability and porosity for Mishrif reservoir in west Qurna/1 oil field southern Iraq. This study has been accomplished by testing five models, harmonic averaging, Kozeny-Carman equation, Zahaf and Tiab, Iheanacho et al., and Fazelalav to determine vertical permeability and comparing the results with core data values. It is found that the models were used showed an accuracy variation between the units of Mishrif reservoir based on Mishrif full diameter cores from 20 wells. Four new correlations are obtained for mA, CRII, mB1, and mB2 units for Mishrif Reservoir in West Qurna/1 oil field. The correlation shows that the permeability is depending on porosity in the mA unit due to the homogeneity and the Mb1 unit has a higher anisotropy than the other units.

How Under Armour accelerates and sustains omnichannel start-up success with performance management

In the last decade, retail and distribution operations have experienced the ever-evolving omnichannel demand of their customers. For many supply chain organisations, solutions for the omnichannel shift were implemented in existing warehouse space. By taking to the oars, the marketplace has been able to meet their customers’ omnichannel demand, but for how long? In many cases, operations have been retrofit beyond reasonable efficiency and without room for scale. Under Armour’s Baltimore distribution house experienced the same. The strategy for a distribution house start-up, designed with omnichannel in mind, became the clear path forward. Much like the omnichannel shift, facility start-ups have many unique challenges. As Under Armour prepared to open the doors of the omnichannel distribution house (ODH), a broader start-up strategy emerged. The distribution team elected to implement a holistic performance management programme, including leadership training, process improvements, engineered labour standards and labour management software tools. Performance management, while not commonly implemented at the beginning of a facility life cycle, would create a continuous improvement culture for the ODH team, establishing resilience to change and motivation to overcome obstacles common with warehouse start-ups. In this paper, we will share how Under Armour utilised this performance management strategy to overcome human and operational start-up challenges and accelerate success in their ODH.

Engaging general practitioners in pay-for-performance scheme design

PurposePolicymakers implementing pay-for-performance schemes within general practice should seek to design schemes which work with rather than against the professional values and goals of general practitioners. In this way, schemes are more likely to enhance the practitioners' engagement. The purpose of this paper is to show how this was done in two case studies of pay-for-performance design and present the lessons from this study for policymakers.Design/methodology/approachA Most Similar Systems collective case study of the design of two pay-for-performance schemes for general practitioners, the United Kingdom's Quality and Outcomes Framework (QOF) and the New Zealand’s Performance Management Programme (PMP) was undertaken, involving 26 semi-structured interviews with policymakers, documentary and literature analysis.FindingsInnovation in processes was found in both case studies which facilitated engagement by general practitioners in the formulation and implementation of these schemes. These were careful selection of highly skilled design teams, use of principle-based negotiation techniques and academic mediation of indicator selection. In addition, in England the majority of members in the combined QOF design team were general practitioners. The evidence from these two case studies reinforces approaches to scheme design which seek to harness rather than challenge medical professional values and which maximise the participation of general practitioners in the design process. Achieving funder/practitioner collaboration should be a key goal in the policymaking process.Practical implicationsPay-for-performance scheme designers can improve their ability to engage general practitioners in scheme design and scheme uptake by adopting approaches which actively engage general practitioners as designers and users of such schemes.Originality/valueThis study compares two contemporaneous processes of pay-for-performance scheme design and implementation in similar systems of general practice funding and delivery at the national level, offering a rare quasi-experimental opportunity for learning lessons from comparative analysis.

권력관계 변동에 따른 자활사업 제도 변화 연구

This thesis analyzed how the objectives and functions of the self-sufficiency institution changed according to the changed dynamics. The timing of the thesis was classified according to the tendency of marketization. The first period is from 2001 to 2007, from the Kim Dae-jung administration to the Roh Moo-hyun administration. The second period is from 2008 to 2016, from the Lee Myung-Bak administration to the Park Geun-hye administration. During the first period, workfare was implemented, which led to low-income workers. And while standardizing the program, it emphasized economic goals. The delivery system has diversified the service providers into the state, market, and civil society. In the second period, participants were concentrated on projects aimed at employment and market entry. The work oriented programs were extended and performance management programs were adopted. Strengthened economic evaluation of self-sufficiency center and established control system. This thesis interpreted these changes as historical institutionalism. In the first period, the institution has changed as the goal of social self-sufficiency through self- sufficiency project continues and the emphasis on economic self-sufficiency layering. The new rules partially modified the institution without completely replacing the existing system. Therefore, this thesis interpreted the institutional changes in this period as layering. In the second period, the basic framework of the institution was maintained. But the goal of the institution has shifted to achieving economic performance. And the self-sufficiency policy of the conservative government which tried to evaluate the effectiveness of the institution only by market entry, operated differently from the original purpose. This was analyzed as a conversion of the institution.

권력관계 변동에 따른 자활사업 제도 변화 연구

This thesis analyzed how the objectives and functions of the self-sufficiency institution changed according to the changed dynamics. The timing of the thesis was classified according to the tendency of marketization. The first period is from 2001 to 2007, from the Kim Dae-jung administration to the Roh Moo-hyun administration. The second period is from 2008 to 2016, from the Lee Myung-Bak administration to the Park Geun-hye administration. During the first period, workfare was implemented, which led to low-income workers. And while standardizing the program, it emphasized economic goals. The delivery system has diversified the service providers into the state, market, and civil society. In the second period, participants were concentrated on projects aimed at employment and market entry. The work oriented programs were extended and performance management programs were adopted. Strengthened economic evaluation of self-sufficiency center and established control system. This thesis interpreted these changes as historical institutionalism. In the first period, the institution has changed as the goal of social self-sufficiency through self- sufficiency project continues and the emphasis on economic self-sufficiency layering. The new rules partially modified the institution without completely replacing the existing system. Therefore, this thesis interpreted the institutional changes in this period as layering. In the second period, the basic framework of the institution was maintained. But the goal of the institution has shifted to achieving economic performance. And the self-sufficiency policy of the conservative government which tried to evaluate the effectiveness of the institution only by market entry, operated differently from the original purpose. This was analyzed as a conversion of the institution.

Estimating Baseline Numbers for Safety Measure Target Setting in Virginia

The Federal Highway Administration (FHWA) established the Safety Performance Management program (Safety PM) to support the Highway Safety Improvement Program. The Safety PM Final Rule requires state departments of transportation (DOTs) to establish and report safety targets annually. FHWA does not identify a specific methodology to use when establishing safety targets. Many state DOTs apply annual growth/decline factors to previous-year safety measures. However, state DOTs also have flexibility to use a data-driven process. The Virginia Department of Transportation (VDOT) recently pursued the development of a more robust data-driven safety target setting methodology. This paper presents a methodology for establishing safety target baselines for several measures, including (1) fatalities, (2) serious injuries, and (3) nonmotorized fatalities and serious injuries. Predictive models were developed for establishing a baseline for 2019 targets and were further refined for 2020 targets. The predictive models include macro-level inputs and were developed for monthly, VDOT district-level outcomes. Performance measure data from 2018 were withheld from models for validation purposes and 2018–2020 model inputs were forecasted based on recent data. As 2019 data become available, the models should incorporate newer data and new models should be developed for revised 2020 and beyond predictions, as necessary. Refined models should include additional data elements as predictors, include more years of data to increase sample size, and capture moments when unobserved annual factors (i.e., unobserved underlying macro-level trends) begin to change.

The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan

Performance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations. The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions.

Workable Performance Management System for Government of Pakistan

There is a lot of debate in Pakistan on and about the poor performance of the government and the bureaucracy. The performance of the government is marred by the corrupt practices, inefficiencies and waste. The political leadership and bureaucracy both are publically called corrupt and stories appear on news, media channels every now and then of the corruption scandals, misuse of authority and wasteful working. We rank the lowest amongst the nations in terms of basic government services like education and healthcare. This paper aims to highlight the reasons of this poor performance and recommends a workable performance management program which can help the government in improving the performance of its various functions. It also gives an over view of the current practices of performance management system in the public sector of Pakistan and discusses briefly the history of performance management in the modern world. Most importantly we discuss the challenges we face while implementing a performance management system in government sector, what are the differences between a private sector performance management program and the problems we face when we implement it in public sector in a developing world specially in a country like Pakistan. The challenges become even more profound when we face a democracy where the political interference has destroyed the core of the bureaucratic structure. But all is not lost since many reforms over the past few decades put in place by successive governments have at-least paved the way for a more progressive performance management program which can help Pakistan deliver on its promise of becoming a great Islamic republic. The Islamic republic of Pakistan.

A meta-analysis of the relationship between occupational commitment and job performance

Using a random effects model, we meta-analytically estimated the true correlations between occupational commitment (OCC) and performance outcomes. We analyzed 69 empirical studies related to OCC and job performance correlations, and addressed 4 issues: First, we identified that OCC was significantly related to task performance and overall organizational citizenship behavior. Second, we distinguished between the effects of OCC on individual and organizational citizenship behavior. Third, we identified potential moderators of the OCC–performance correlation. Finally, we compared the predictive validity of affective organizational commitment versus OCC in predicting performance outcomes. The results support that OCC explains incremental variance in task performance and organizational citizenship behavior, which suggests that OCC should be given greater emphasis in performance management programs.

Design of a performance management program for a digestive endoscopy center

This paper introduced the performance appraisal scheme for digestive endoscopy centers featuring centralized management. A comparison of the operations before and after the use of such performance management, proves the efficiency improvement of such centers, and the supplementary effect on centralized management of digestive endoscopies. Thus the authors propose that performance management is conducive to centralized management of the equipment for reference in designing performance management of departments. Key words: Hospital departments; Digestive endoscopy; Centralized management; Performance management; Scheme design