Traditional Performance Management Research Articles

The Influence of Social Change on Human Resource Management Strategies in the Digital Era

Social change in the digital era has had a significant impact on various aspects of life, including the world of work and human resource management (HR). This study aims to explore the influence of social change on HR management strategies in the digital era, as well as identify the challenges and opportunities that arise in the process of organizational adaptation. Using a qualitative approach and literature review method, this study analyzes the latest scientific literature from various trusted sources, including academic journals, textbooks, and industry reports. The results of the study indicate that social change has driven transformation in various aspects of HR management, including recruitment, retention, employee development, performance management, and organizational culture. Digitalization, shifting workforce demographics, and changing employee expectations are the main factors influencing HR strategies. Key findings include: (1) adoption of AI and big data technologies in the recruitment and selection process, (2) increased focus on work flexibility and work-life balance, (3) transformation of employee development programs towards a continuous learning and personalization model, (4) shift from traditional performance management to a more agile and real-time feedback-based approach, and (5) the importance of building an inclusive and adaptive organizational culture. The study also uncovers the ethical and social challenges that arise from the digitalization of HR practices, as well as the importance of bridging the digital divide in the workforce. In conclusion, successful organizations are those that are able to adapt their HR strategies to meet the challenges of the digital era, while maintaining a focus on the human factor as the core of effective HR management.

HR's Strategic Role in Managing the AI-Driven Talent Restructure

Artificial intelligence (AI) and advanced technologies are transforming the nature of work and presenting profound challenges for how organizations structure and develop talent. As many routine jobs are automated and new roles emerge, HR must strategically guide companies through this period of significant workforce transition and upskilling. This article explores HR's critical strategic role in navigating the "talent restructure" driven by AI. It outlines approaches for mapping how technologies will impact existing roles and skills needs over time. It then provides recommendations on designing large-scale reskilling and internal mobility programs focused on versatile, future-proof competencies. The article also discusses adaptations to traditional performance management and career pathing frameworks needed to support continuous learning and flexibility. With diligent planning and execution of skills analytics, reskilling initiatives, and modernized HR systems, the brief posits that organizations can empower their workforces to thrive amid technological disruption by helping workers continuously upskill themselves.

The feedforward interview: An innovative approach to performance appraisal

This paper describes a structured interview process intended to support managers in developing their employees. In response to the challenges with traditional feedback and performance management practices, the feedforward interview provides an alternative discussion format where the manager is focused on listening and understanding the employee, while guiding through a process to identify performance strengths. The benefits of this technique for interpersonal as well as organizational outcomes is explained.

Fostering the “Performativity” of Performance Information Use by Decision-Makers through Dynamic Performance Management: Evidence from Action Research in a Local Area

A local area configures a socio-economic system in which several institutions interact. As stakeholders hold different values and perhaps conflicting interests, managing local area performance is a dynamic and complex issue. In these inter-institutional settings, performance management may help address such complexity. Traditional performance management approaches, mostly based on static and linear analysis, fail to capture the dynamic complexity of local-area performance, bounding decision-makers’ mindsets to an organizational view of performance. Overcoming such limitations requires methods oriented to grasp a better understanding of the social reality in which their institutions operate. This contribution aims to illustrate how the Dynamic Performance Management (DPM) approach may foster a “performative” use of performance information by decision-makers in inter-institutional settings. To this end, the article highlights the importance of designing conducive learning settings (i.e., action research enhanced by a system dynamics-based interactive learning environment) to support decision-makers make such a cognitive leap. Drawing from empirical evidence on destination governance studies, the article shows that enriching performance management with system dynamics modeling may help decision-makers to reflect on key issues impacting local area development, sparking a discussion on potential actions to balance economic, social, and competitive dimensions of performance. Findings reveal that DPM insight modeling holds explanatory and communicative potential in real forums by providing decision-makers with an understanding of the means-end relationships linking strategic resources to outcomes through value drivers. The use of such performance information can help local area stakeholders to (re)conceptualize the social reality in which their institutions operate. By acting as a “maieutic machine”, DPM fosters a shift from an organizational and static to an inter-organizational and dynamic view of local area performance. Implications of the study include the opportunity to provide training to strengthen the active use of performance information by decision-makers in inter-institutional settings.

Research on the Application of BIM in the Operation and Maintenance Management of University Libraries

With the rapid development of information technology, university libraries, as important carriers and service providers of academic resources, are facing more and more challenges in the digital age. The traditional library operation and maintenance management model can no longer meet the growing demand. However, there is currently relatively little research on BIM based operation and maintenance management of university libraries. Although BIM technology has achieved significant results in the construction industry, its application in the library field has not yet been fully developed and explored. Therefore, this study aims to fill this knowledge gap by utilizing the advantages and characteristics of BIM technology to propose an operation and maintenance management model suitable for university libraries, in order to achieve more efficient, intelligent, and sustainable operation and maintenance management.

Research on Performance Management Optimization of G Company in the Digital Background

At present, digital informatization revolves around various levels, and society is in an era of digital explosion. The rapid development of digital technology is driving the continuous transformation and upgrading of enterprise management to adapt to the development of the digital age. As a result, the internal management of enterprises has been upgraded from traditional management models to digital management models. Relying on digital support can help reduce management errors in traditional management models and help enterprises develop towards a better direction. As an important component of internal management in enterprises, performance management is also constantly keeping up with the times and transforming and upgrading towards digitization. This article takes the performance management of G Company as the research topic, explores the role of digital transformation in traditional performance management models in the context of digital trends. It also analyzes how to better integrate and utilize traditional performance management to better leverage the role of bidding agencies, improve work efficiency and employee motivation, and further reduce enterprise costs, thereby boosting the healthy development of the overall operation and financial control of the enterprise.

Tackling upcoming projects: The development and efficacy of event previews an experimental study.

Traditional performance management systems are increasingly seen as ill-conceived for today's dynamic organizational landscape. Researchers and practitioners advocate for agile PM systems that emphasize continuous monitoring, learning, and feedback. We present the 'event preview', a novel approach that is designed to address several shortcomings of traditional performance management practices. Event previews consist of five fixed questions, which are discussed among team members before an event, instigating a detailed reflection and mental simulation of upcoming events or projects in order to achieve the desired outcomes. In doing so, event previews support teams to utilize their projects as learning opportunities. This study provides the theoretical basis for the event preview and empirically tests its effectiveness. A sample of 119 teams participated in the experiment in which they were asked to solve as many puzzles as possible within a fixed time frame. One condition conducted an event preview beforehand, the other condition did not. Our findings, which were based on a comparison of the averages of the two conditions, suggest that the event preview holds promise for improving team performance and communication. As such, the event preview presents an additional instrument to the changing performance management landscape. This simple practice can be incorporated in the performance management cycle, emphasizing adaptability and continuous improvement in organizations.

Strategic Performance Management Based on Cigarette Production and Operation Big Data

Abstract The traditional strategic performance management of cigarette enterprises is not sufficiently comprehensive and objective. This paper constructs a big data model of cigarette production and sales by collecting production and operation data, using the primary sliding average method of time series analysis to forecast the short-term sales of cigarettes, and combining it with the coefficient of the dynamic sales ratio. The operational big data is applied to strategic performance management under the balanced scorecard, and the performance management index system is constructed with strategic orientation in mind. Based on the production and sales data of Cigarette Factory S, the weights of the indicators are determined and applied to the empirical study. The scores of the indicators of finance, customer, internal operation learning and growth of Cigarette Factory S are 78.14, 82.29, 87.07 and 81.68, respectively. The performance management system of the Cigarette Factory under the strategic orientation is feasible.

SUSTAINABILITY PERFORMANCE INDICATORS

Sustainable Balanced Scorecard (SBSC), Organizational Sustainability Performance Index (OSPI), and Corporate Sustainability Index (ISE) are all tools that help organizations measure and manage their sustainability performance. SBSC integrates sustainability considerations into traditional performance management systems, while OSPI and ISE provide sustainability performance benchmarks for organizations to assess their sustainability performance and identify areas for improvement. These indicators reflect a growing emphasis on measuring and managing sustainability performance in organizations and are likely to become increasingly important as stakeholders demand more transparency and accountability in sustainability reporting. Sustainable Management System (SMS), Environmental Management Accounting (EMA), Sustainability Management Accounting (SMA), and the Composite Index of Sustainable Development (ICSD) are all indicators that reflect the growing emphasis on sustainable practices and accounting frameworks in today’s business and economic. SMS helps organizations integrate sustainability considerations into their operations, while EMA and SMA provide tools for identifying and measuring the environmental and social costs and benefits of business activities. ICSD measures a country’s progress towards sustainable development based on various economic, social, and environmental indicators. These indicators suggest a growing recognition of the importance of sustainability in economic development and decision-making processes, and are likely to become increasingly important as organizations and governments continue to prioritize sustainability.

Proposed Design of Performance Management Framework for 3PL (Third-Party Logistics) Aggregator

This white paper proposes a performance management framework for third-party logistics aggregators (3PLs) that connect e-commerce companies and logistics providers. The logistics industry has grown rapidly in recent years, and with the emergence of aggregators, performance records must be updated. Using a case study of an Indonesian startup PT P, we create a framework using qualitative and quantitative interviews with the company’s C-levels. The framework is based on KPBMS, a simple and knowledge-based performance management system available in Indonesia. Traditional financial-based performance management systems have proven limited in their ability to adapt to modern organizational operating systems. A new-generation performance management system is based on the company’s strategy and values, is customer-centric, long-term, and emphasizes continuous improvement. The proposed framework includes strategic objectives, key performance indicators (KPIs), objectives, initiatives and reviews. KPIs are categorized into financial, customer, internal process, and learning and growth perspectives. Goal setting is based on broader goals, and initiatives are defined on the basis of rapid outcomes and long-term projects. The review process includes monthly, quarterly, and annual reviews focused on identifying areas for improvement. The proposed framework will help 3PL aggregators like PT P to set up a performance management system to monitor the performance of logistics providers and provide recommendations to e-commerce companies.

Opportunities for system dynamics research in operations management for public policy

Operations management (OM) in the public policy context is extremely complex with many mutually interacting factors characterized by feedback loops, delays and nonlinearities, as well as multiple stakeholders pursuing divergent objectives. Prior researchers have called for a systems approach in these contexts, arguing that standard OM methodologies such as mathematical programming, and queuing theory often cannot fully address these problems. Researchers have employed one such systems approach, system dynamics, successfully for decades for studying OM problems in public policy because it can address such complexity and can also integrate disciplines from outside OM such as political science, epidemiology, ecology, etc. In this paper, we create a roadmap for researchers—both those who are familiar with systems dynamics and those who are not—for the expanded use of system dynamics studying public policy‐related OM problems. We review and organize relevant system dynamics literature in both traditional operations management venues as well as public policy venues unfamiliar to OM audiences. We then identify a set of interesting open questions and potential system dynamics building blocks for answering them by topic. Leveraging this review, we describe under what conditions system dynamics is most appropriate. We then identify several overarching methodological and domain gaps for future research. Finally, we build on previous work to extend a process for using system dynamics with traditional operations management methodologies. It separates model building into two sequential phases: consensus‐building models and detailed operational models. It also incorporates scenario planning and feedback from implementation outcomes.

A Model for Evaluating Total Costs of Care and Cost Savings of Specialty Condition-Based Care for Hip and Knee Osteoarthritis in an Integrated Practice Unit

ObjectivesThe viability of specialty condition-based care via integrated practice units (IPUs) requires a comprehensive understanding of total costs of care. Our primary objective was to introduce a model to evaluate costs and potential costs savings using time-driven activity-based costing comparing IPU-based nonoperative management with traditional nonoperative management and IPU-based operative management with traditional operative management for hip and knee osteoarthritis (OA). Secondarily, we assess drivers of incremental cost differences between IPU-based care and traditional care. Finally, we model potential cost savings through diverting patients from traditional operative management to IPU-based nonoperative management. MethodsWe developed a model to evaluate costs using time-driven activity-based costing for hip and knee OA care pathways within a musculoskeletal IPU compared with traditional care. We identified differences in costs and drivers of cost differences and developed a model to demonstrate potential cost savings through diverting patients from operative intervention. ResultsWeighted average costs of IPU-based nonoperative management were lower than traditional nonoperative management and lower in IPU-based operative management than traditional operative management. Key drivers of incremental cost savings included care led by surgeons in partnership with associate providers, modified physical therapy programs with self-management, and judicious use of intra-articular injections. Substantial savings were modeled by diverting patients toward IPU-based nonoperative management. ConclusionsCosting models involving musculoskeletal IPUs demonstrate favorable costs and cost savings compared with traditional management of hip or knee OA. More effective team-based care and utilization of evidence-based nonoperative strategies can drive the financial viability of these innovative care models.

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.

Manajemen Kinerja pada Perusahaan Bisnis dari Manajemen Kinerja Tradisional ke Manajemen Kinerja Baru


 Traditional performance management has weaknesses and is no longer suitable for business organizations to enter into very tight competition in the global market. Traditional performance management must be abandoned and replaced by implementing a new performance management. Performance management improvements are carried out on an ongoing basis to deliver the best performance of employees, teams and organizations. In order to achieve the effectiveness of performance management, business organizations need to develop supervision in improving performance management. The performance management model which consists of four stages (planning, implementing, reflecting, and compensating) can be used to improve performance management.
 Keywords: Performance Management

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.

Endovascular Stent Graft Repair for Mycotic Aorto-Iliac Aneurysm Due to Brucella

Purpose: Brucella aneurysms are very rare but life-threatening, and a standard treatment approach has yet to be established. The current study aimed to assess the safety and efficacy of endovascular treatment for Brucella aneurysms. Materials and Methods: The clinical data of 15 Brucella aortic-iliac aneurysm patients who underwent endovascular repair at 2 hospitals from January 2012 to December 2021 were retrospectively collected and analyzed. Results: Fifteen patients (12 men and 3 women) with a mean age of 59.3 years were included. Fourteen patients (93.3%) had a history of exposure to animals (cattle and sheep). All patients had aortic or iliac pseudoaneurysms, 9 abdominal aortic aneurysms (AAAs), 4 iliac aneurysms, and 2 AAA combined with iliac aneurysms. Endovascular aneurysm repair (EVAR) was performed in all patients without conversion to open surgery. Six cases were treated for emergency surgery due to aneurysm rupture. The immediate technique success rate was 100%, with no postoperative death. Two cases had the iliac artery ruptured again after operation because of lack of antibiotic treatment and was given endovascular treatment again. Once brucellosis is diagnosed, antibiotic treatment with doxycycline and rifampicin was initiated for all the patients until 6 months after operation. All patients survived over a median follow-up period of 45 months. Follow-up computed tomography angiography showed that all stent grafts remained patent, with no endoleak. Conclusion: EVAR combined with antibiotics treatment is feasible, safe, and effective for Brucella aneurysms and represents a promising treatment option for these Brucella aneurysms. Clinical Impact Brucella aneurysms are very rare but life-threatening, and a standard treatment approach has yet to be established. The traditional operation management strategy is surgical resection and debridement of the infected aneurysm and the surrounding tissues. However, open surgical management in these patients causes severe trauma with high surgical risks and mortality (13.3%–40%). We tried to treat Brucella aneurysms with endovascular therapy, and the technique success and survival rate of the operation reached 100%. EVAR combined with antibiotics treatment is feasible, safe, and effective for Brucella aneurysms and represents a promising treatment option for some mycotic aneurysms.

Strain reduction screws for nonunions following fixation around the elbow - A case series and review of the literature

BackgroundNonunions following fracture fixation result in significant patient morbidity and financial burden. Traditional operative management around the elbow consists of removal of metalwork, debridement of the nonunion and re-fixation with compression, often with bone grafting. Recently, some authors in the lower limb literature have described a minimally invasive technique used for select nonunions where simply placing screws across the nonunion facilitates healing by reducing inter-fragmentary strain. To our knowledge, this has not been described around the elbow, where traditional more invasive techniques continue to be employed. AimsThe aim of this study was to describe the application of strain reduction screws for management of select nonunions around the elbow. Methods & ResultsWe describe 4 cases (two humeral shaft, one distal humerus and one proximal ulna) of established nonunion following previous internal fixation, where minimally invasive placement of strain reduction screws were used. In all cases, no existing metal work was removed, the nonunion site was not opened, and no bone grafting or biologic stimulation was used. Surgery was performed between 9 and 24 months after the original fixation. 2.7 mm or 3.5 standard cortical screws were placed across the nonunion without lagging. Three fractures went on to unite with no further intervention required. One fracture required revision fixation using traditional techniques. Failure of the technique in this case did not adversely affect the subsequent revision procedure and has allowed refinement of the indications. ConclusionStrain reduction screws are safe, simple and effective technique to treat select nonunions around the elbow. This technique has potential to be a paradigm shift in the management of these highly complex cases and is the first description in the upper limb to our knowledge.

Consecutive surgeries with complications: the impact of scheduling decisions

PurposeThe authors determine how the scheduling and sequencing of surgeries by surgeons impacts the rate of post-surgical complications and patient length-of-stay in the hospital.Design/methodology/approachLeveraging a dataset of 29,169 surgeries performed by 111 surgeons from a large hospital network in Ontario, Canada, the authors perform a matched case-control regression analysis. The empirical findings are contextualized by interviews with surgeons from the authors’ dataset.FindingsSurgical complications and longer hospital stays are more likely to occur in technically complex surgeries that follow a similarly complex surgery. The increased complication risk and length-of-hospital-stay is not mitigated by scheduling greater slack time between surgeries nor is it isolated to a few problematic surgery types, surgeons, surgical team configurations or temporal factors such as the timing of surgery within an operating day.Research limitations/implicationsThere are four major limitations: (1) the inability to access data that reveals the cognition behind the behavior of the task performer and then directly links this behavior to quality outcomes; (2) the authors’ definition of task complexity may be too simplistic; (3) the authors’ analysis is predicated on the fact that surgeons in the study are independent contractors with hospital privileges and are responsible for scheduling the patients they operate on rather than outsourcing this responsibility to a scheduler (i.e. either a software system or an administrative professional); (4) although the empirical strategy attempts to control for confounding factors and selection bias in the estimate of the treatment effects, the authors cannot rule out that an unobserved confounder may be driving the results.Practical implicationsThe study demonstrates that the scheduling and sequencing of patients can affect service quality outcomes (i.e. post-surgical complications) and investigates the effect that two operational levers have on performance. In particular, the authors find that introducing additional slack time between surgeries does not reduce the odds of back-to-back complications. This result runs counter to the traditional operations management perspective, which suggests scheduling more slack time between tasks may prevent or mitigate issues as they arise. However, the authors do find evidence suggesting that the risk of back-to-back complications may be reduced when surgical pairings are less complex and when the method involved in performing consecutive surgeries varies. Thus, interspersing procedures of different complexity levels may help to prevent poor quality outcomes.Originality/valueThe authors empirically connect choices made in scheduling work that varies in task complexity and to patient-centric health outcomes. The results have implications for achieving high-quality outcomes in settings where professionals deliver a variety of technically complex services.

Employees’ performance management: Features and framework from Islamic perspective

The purpose of this paper is to develop the features as well as framework of employee performance management from Islamic point of view. This is a conceptual paper written using secondary materials available in Qur’an, sunnah, and other published literature. The paper has developed both the features as well as framework to manage the performance of employee from Islamic perspective. The paper has some implications for managers and employees who would like manage performance from Islamic perspective in Muslim countries representing one fourth of the world population. While many studies, partially, have focused on traditional performance management sparing the demand of Muslim world, in this paper, the author opens a new avenue contributing to the literature on performance management from Islamic perspective. The proposed framework will be of genuine interest and benefits to Islamic as well as non-Islamic employers, managers, employees, academicians, and policy makers because Islam as a religion of nature can solve problems of all. IIUC Business Review Vol. 9, Dec. 2020 pp. 47-76

Visualization of the Digital Enterprise Performance Management System Integrating the Simulated Annealing Algorithm

Enterprises conduct performance management through performance management systems, which can greatly improve work efficiency and quality. The win-win of human resources and time resources has been realized, making the assessment fair and objective. At present, the application of performance management to digitalization is becoming more and more intense. This paper proposes to use the optimization of the simulated annealing algorithm to help the research of the enterprise performance management system. It is helpful to analyze and solve some negative factors brought by the current traditional enterprise performance management system, so that the employees of the enterprise have higher satisfaction in the performance, and the enterprise can have more far-reaching development goals. In the subsequent survey of employee satisfaction with the enterprise performance management system, the results show that after the implementation of performance management reform, the recognition of performance management by enterprise managers and employees has increased significantly. Among the returned questionnaires, 3360 people expressed great satisfaction, and the proportion increased from 32.69% to 63.62%, almost doubling. A total of 4259 people expressed great satisfaction and satisfaction, the proportion increased from 70.08% to 87.35%. A total of 1021 people expressed dissatisfaction and very dissatisfaction, the proportion dropped from 29.92% to 12.65%. Therefore, this survey result shows that the visual analysis of the digital enterprise performance management system and its application in the operation of the enterprise is very important.