Value In Management Research Articles

Integrated value–based project management in the Malaysian construction industry

Value Management (VM) is a structured approach to maximising a project’s value by analysing its functions, materials, and costs to meet objectives at the lowest cost without compromising quality, performance, or functionality. In Malaysia’s construction industry, VM has significantly enhanced project outcomes. However, VM faces challenges despite its benefits due to limited awareness, knowledge barriers, and a gap between theory and practice. Although many practitioners recognise VM’s advantages, there remains a need for a deeper understanding of the VM process and how to apply necessary project management (PM) activities for project success. This study addresses the gap in understanding how PM activities can be integrated with VM to enhance project performance in the Malaysian construction industry. PM involves planning, organising, and controlling resources to achieve specific goals within set constraints, using knowledge, skills, tools, and techniques to successfully execute projects and deliver desired outcomes. The study employed a qualitative method, including interviews with eleven professionals and practitioners in Malaysia’s construction industry, to identify PM activities that can be incorporated into the VM process. Thematic analysis using Atlas.ti revealed that PM and VM share similar objectives in ensuring project performance. The study illustrates the benefits of incorporating PM operations into VM by highlighting the relationships between PM and VM, such as better collaboration, better resource management, and improved project outcomes. By providing practitioners with a framework to apply PM techniques within the VM process, our findings contribute to the innovation of VM concepts, enhancing project performance, and bridging the theory-practice gap in the Malaysian construction sector.

The role of Confucian values in Korean administrative culture: a cultural-contextual perspective

ABSTRACT The Korean administrative culture and its philosophy have been developed through the philosophical underpinnings of religious and spiritual practices of Confucianism. This paper argues how, as an administrative culture, Confucian tradition has significantly impacted Korean bureaucrat’s and citizens’ behavioural and attitudinal patterns. The managerial values developed by Western countries still could not be absorbed and integrated with Korean administrative culture due to the strong ethical and cultural Confucian values. However, in contemporary times, there is a diminishing trend of public service motivation and an erosion of public trust towards public officials in Korea. Many aspects of bureaucracy have been standardised regardless of their applicability in the cultural context. Although the rule of law remains the universally accepted mode of governance, understanding the contextual or situated specificity of the role of religion in Asia Pacific states is significant as the world is reverting to traditions and culture. The conclusion offers that in rendering public services, public values shape the ethics or moral standards of the bureaucrats. The morality of Confucian values and ethics can complement in Korea’s public organisational behaviour and religion, which could be a way to achieve an impersonal ethical code in modern public governance.

Managerial values and sustainable oriented innovation: Examining the role of knowledge exploration versus exploitation practices

PurposeLeveraging upper echelon theory and knowledge-based view of the firm, this paper aims to explore how chief executive officers’ (CEO) sustainability orientation influences explorative and exploitative knowledge management practices, which in turn influence incremental and radical sustainable innovation under boundary conditions of CEOs’ temporal focus and regional affiliation in the home country.Design/methodology/approachThis study used a nonprobability convenience sampling strategy. Using survey-based research, the authors tested the study hypotheses using partial least squares structural equation modeling on a sample of 298 CEOs from Indian small and medium enterprises. This study also tested the reliability and validity of the study variables by using internal consistency tests and convergent and discriminant validity procedures.FindingsThe study finds that CEO sustainability orientation affects incremental and radical sustainable innovation via the mediating effect of explorative and exploitative knowledge management practices. Furthermore, CEOs’ past temporal focus increases the influence of orientation on exploitative knowledge management. In contrast, future temporal focus increases the influence of CEO sustainability orientation on exploratory knowledge management practices. Finally, CEOs from the southwest, west and northwest regions of India increase the influence of exploratory knowledge management on radical sustainable innovation.Research limitations/implicationsThis study has significant implications for understanding upper-echelon factors that drive knowledge management practices. CEO temporal focus (time orientation) and demographic aspects (regional affiliation) influence CEOs’ investment in different knowledge management and, hence, sustainable innovation management practices. However, this study does not explore cross-cultural differences and the role of the entire top management team in influencing sustainability values on sustainability innovation via knowledge management practices.Practical implicationsThis study comprehends upper-echelon factors that drive investment in knowledge management and sustainable innovation practices. Findings imply that CEOs with past and future temporal focus can influence sustainable innovation, but their investment in knowledge management strategies differs. Past temporal-focused CEOs invest more in exploitative and future temporal focus more in explorative knowledge management for influencing sustainable innovation.Originality/valueThe study provides novel insights into the influence of upper-echelon traits on knowledge management and sustainable innovation practices. Extant literature has largely explored firm-level factors such as organizational culture influencing a firm's knowledge management practices. However, by integrating the upper echelon with the knowledge-based view of the firm, we explain how the traits of the CEO, especially the temporal perspective, influence knowledge management and sustainable innovation practices of firms.

Intrinsic satisfaction and turnover intentions: the moderating roles of collegial and managerial values congruence

PurposeThis paper investigates the moderating role of values congruence, an element of person–organisation (P–O) fit, on the relationship between intrinsic work satisfaction and anticipated employee turnover. The model uses data from employees of the Australian Public Service (APS).Design/methodology/approachThe study draws upon data from the APS’s annual Employee Census for 2018. We first use principal component analysis (PCA) to derive measures of collegial values congruence, managerial values congruence, intrinsic satisfaction and extrinsic satisfaction. The study then uses ordinary least squares (OLS) regression analysis to examine the main effects of intrinsic and extrinsic satisfaction, collegial and managerial values congruence as well as their interaction effects on anticipated future employee tenure.FindingsOur results show the significant linear effects of intrinsic satisfaction, extrinsic satisfaction and managerial values congruence on anticipated tenure. Collegial values congruence, however, did not show a significant linear effect. Interaction effects were then tested, and both collegial and managerial values congruence were shown to moderate the relationship between intrinsic satisfaction and anticipated tenure. Higher levels of both forms of values congruence buffered the negative impact of lower intrinsic satisfaction on turnover intention.Research limitations/implicationsThe study is limited by its reliance on cross-sectional self-reported data within a specific and atypical organisational context (the Australian Public Service, or APS). Additionally, the cross-sectional nature of the data limits the establishment of causal inferences. Future research could explore longitudinal data and examine other potential moderators of the turnover intention.Practical implicationsUnderstanding the moderating role of values congruence, and in particular P–O fit, can develop organisational strategies that aim to reduce turnover by emphasizing the alignment between employee values and organisational, collegial and supervisor culture and values.Originality/valueThis study contributes to the relevant literature by showing the importance of values congruence in partially offsetting the negative effects of low intrinsic satisfaction on anticipated turnover. This is particularly relevant in the public sector context. The examination of both collegial and managerial values congruence provides a more nuanced understanding of the mechanisms that drive turnover intention.

Pulling the strings: the apparatus of university policy production

ABSTRACT University governing bodies, especially academic boards, play a crucial role in policy formation. However, due to the predominance of managerial values over academic values in the policy-making process, a persistent divide exists between policy formulation and implementation. This divide results from the marginalisation of academics and the dominance of managerial authority figures within these bodies. Our study investigates the latter to determine the precise Foucauldian apparatus used by authority figures to influence policy-making meetings. Using an innovative arts-based method, we analyse ethnographic vignettes through a Foucauldian lens and transform them into collages depicting the apparatus used by authority figures: Strategic Managerial Monumentalism, Managerial Historical Revisionism, Managerial Discursive Dominance, Managerial Panoptic Surveillance, and Managerial Normalisation. We contend that only a well-defined separation of governance powers can effectively counter the encroachment of managerialism and uphold the democratic representation of academic values in university policies to bridge the policy-practice divide.

Evaluating the Knowledge for Integrating RM and VM Using BIM in the Iraqi Construction Sector

The construction industry plays a crucial role in the countries' economy, especially in the developed country. This point encourages the concerned institution to use new techniques and integrate many techniques and methods to maximize the benefits. The main objective of this research is to evaluate the use of risk management, value management, and building information modeling in the Iraqi construction industry. The evaluation process aims at two objectives. The direct objective was to evaluate the knowledge in risk management (RM), value management (VM), and building information modeling (BIM). The indirect objective was to support the participants with information related to the main items mentioned. The questionnaire survey was used as a data collection method. The participants in the survey were engineers from the Iraqi construction sector. The sample size was 121 engineers from 34 institutions with multidisciplinary backgrounds. The results showed that the engineers need to develop the training system and merge many methods and techniques in their institution to maximize the benefits using an integration model capable of dealing with the variable environment in construction, especially in developing countries like Iraq.

Servant Leadership: A Discussion between Managerial Competencies and Managerial Values

Servant Leadership: A Discussion between Managerial Competencies and Managerial Values

Filipino Work Values and Job Satisfaction among Teachers of Selected Elementary Schools in the Division of Zambales

The study investigates the relationship between work values and job satisfaction among teachers, aiming to understand how teachers' values influence their overall job satisfaction. Specifically, the focus is on Filipino work values among elementary school teachers in the Division of Zambales. A survey questionnaire was employed to assess the work values and job satisfaction of teacher-respondents. Results revealed a demographic profile of primarily female teachers in the early middle-aged group, married, Roman Catholic, Master's degree holders, with substantial teaching experience, occupying the position of Teacher I, and earning an entry-level monthly income. Filipino work values received high ratings, emphasizing their significance in shaping professional attitudes. Teacher-respondents expressed a high level of job satisfaction. Significant differences in Filipino work values were identified, including intellectual achievement orientation, interpersonal values, managerial values, material values, occupational values, religious values, organizational values, and variety values, based on various demographic factors. Similarly, significant differences in job satisfaction were noted concerning job security and job responsibilities. The study established a significant relationship between Filipino work values and job satisfaction among elementary teacher-respondents. Recommendations include a thorough evaluation of work values by the Human Resource Management (HRM) Office before employee promotion. Future research should expand the scope to validate and generalize findings, contributing to a more comprehensive understanding of Filipino work values and job satisfaction among teachers.

A model for enhancing the application of value management in construction projects in Kenya

Value management (VM) has been widely used in the construction industry to facilitate projects for decades in many countries around the globe. The concept began in the US, and then other nations such as China, Japan, South Africa, and Nigeria followed and tested its effectiveness by assessing its impacts on costs, quality, and time. A VM application has a low cost and a high benefit process, and thus, if well-practiced and integrated into project management at the beginning of a project, it would lead to its successful completion. It also helps in improving the value of a project by ensuring low costs, high quality, and completion within the stipulated time frame. In Kenya, there remains a gap in that very little information has been documented about VM applications in construction projects. Therefore, this study seeks to evaluate and develop a model to enhance the application of value management to construction projects. The study sampled all registered key stakeholders in construction projects within Kenya. The stakeholders are comprised of engineers, architects, quantity surveyors, contractors, and project managers. A stratified sampling strategy was employed, and data analysis was conducted using Statistical Package for Social Sciences (SPSS) version 25. The analysis methods used in this research were both descriptive and inferential in nature. Data summaries in terms of frequencies, means, and standard deviations were obtained under descriptive analysis. The inferential analysis comprised Pearson's correlation and regression analysis, which determined the significant determinants of VM application and were used to establish a predictive model. The study showed that team dynamics, procurement policy, government regulations, and VM knowledge are significant predictors of the level of VM application. A model has been developed that can assist in enhancing the application of value management in construction projects in Kenya.

A multi-criteria evaluation and stationary analysis of value management implementation barriers for sustainable residential building projects

Over the past 20 years, value management (VM) has become a well-established technique, while in underdeveloped countries; informal methods are used for VM-related activities. This study aims to examine the barriers to VM deployment. These barriers are categorized into environment and culture, workshop dynamics, knowledge and stakeholders and standardization. A review of prior research is conducted to identify these barriers, which are further categorized through a semi-structured interview. The significance of these barriers is determined through 335 structured surveys with building specialists. The four categories of barriers are then assessed using fuzzy synthetic evaluation and weighted aggregated sum product assessment—technique for order of preference by similarity to ideal solution methods. In addition, a stationary method is used to evaluate the incorporation of VM barriers into residential projects. According to the findings, the most significant category of barriers that hinder the widespread use of VM is knowledge and stakeholders. Among these categories, the most influential barriers that constrain the VM implementation are workshop decision-maker participation issues. This research provides a roadmap for effective VM adoption in developing countries by helping stakeholders in the residential building industry understand VM barriers and leverage them to enhance the value of their projects.

Z KUŞAĞININ ÇALIŞMA DEĞERLERİNİN DELPHİ METODU İLE BELİRLENMESİ

This research has been conducted with the aim of uncovering work values using the Delphi method. When examining the methods of previous research on work values, it is observed that most of these methods are aimed at revealing the majority opinion. While these methods contribute significantly to the categorical classification of work values in the literature, they contain significant gaps in terms of revealing values that all participants agree upon. This study aims to fill this important gap in the literature, contribute to the literature, and provide guidance for future studies. As a result of the study, a consensus has been reached on 37 work values that have been categorized into seven different categories consistent with the classification of work values in the literature: social needs, stability, leisure time, external, internal, altruistic, and managerial values.

On the Origins of Administrative and Judicial Discretion in Russian Administrative and Jurisdictional Activities

The article continues the discussion organized by the journal with the participation of professors Yuri P. Solovey and Petr P. Serkov on the problem of administrative discretion. The Author proposes to look at the difference between the internal content of administrative discretion and judicial discretion, which is evolutionarily incorporated in the proceedings on administrative offenses. The reader is invited to the conclusion that administrative responsibility has historically been imposed by government bodies for disobedience to the current management order. The authorized body acts on behalf of the public authority, and the responsibility imposed by it means the responsibility of a person to the government for disobedience to its internal policy. In Russia, it arose in the 1920s, when V. I. Lenin considered the people's courts weak in resolving issues of the application of public law penalties to persons who do not comply with the norms established by the Soviet government. The judicial order arose and evolved as a people's revision of the public authorities' initiative for administrative prosecution. Such a reform of administrative responsibility was carried out after the death of I.V. Stalin N. S. Khrushchev, who, trying to restore the lost trust of society in the authorities, believed that administratively punishable acts should cause condemnation not only of the authorities, but also of society. Some categories of cases of administrative offenses were assigned to the competence of the people's court. The court acts on behalf not of the public authority, but of the country as a whole. When imposing a punishment, the court declares the person guilty before the country not of an anti-government, but of an anti-social act. Administrative responsibility is evolutionarily connected with the discretion of the jurisdictional body. Its content is various social rules and values, including principles, as well as political considerations. Administrative discretion is dominated by managerial values: general prevention, ensuring public order, controllability of the masses, tax collection, implementation of state policy, etc. Judicial discretion, being realized on behalf of the country, reproduces the social norms and values of Russian society as a whole. Both legislative norms and managerial values are preserved, but become part of the general range of social norms and values, which is dominated by the universal principles of justice, reasonableness, proportionality and an adequate balance of private and public interests.

Profound barriers to value management adoption on construction projects in a developing nation

Purpose The adoption of value management (VM) has been on the rise in the construction industry, especially in the past decade. Identifying the main barriers to VM application for ameliorating poor project outcomes in the construction industry is a critical step to overcoming its implementation. Therefore, this study aims to examine the barriers to the adoption of VM in the Nigerian construction industry (NCI) and identify the critical ones for action by construction stakeholders. Design/methodology/approach This study used two rounds of Delphi surveys with 15 VM experts to identify the challenges to VM adoption. The Delphi team’s data from the two surveys were analysed using descriptive statistics. The mean-mode approach was used to identify ten major barriers to VM adoption based on the consensus reached during the second round of the Delphi poll. Following that, an interrater agreement analysis and a significant level analysis were performed. Findings Of the 17 identified barriers hindering VM adoption on construction projects in the NCI, 10 were found to be profound after statistical analyses of the data. The significant barriers include communication gap between the client and other consultants; delay in design preparation because of VM services; the pretext that VM is being practiced in the construction industry; and the wrong perception of VM by construction professionals, among others. The findings of the analysis suggested that the lack of VM adoption in the NCI was because of inadequate knowledge of VM techniques among construction professionals. Therefore, it is advised that VM training be provided for concerned stakeholders to address the lack of VM expertise among Nigerian construction professionals. Practical implications This study investigated the barriers to VM adoption on construction projects in the NCI with the opinions of a few construction professionals who can be regarded as VM experts. As against obtaining large survey responses from construction professionals who may not be knowledgeable in the VM process, the limited VM experts’ responses provide a valid basis for drawing inferences and making recommendations to address the paucity of VM applications in the NCI. Originality/value Through a Delphi survey, the critical barriers to the adoption of VM were identified, along with recommendations to help construction stakeholders overcome the challenges and enjoy the benefits of VM.

Building Information Modeling—Empowering Construction Projects with End-to-End Life Cycle Management

The construction industry has been significantly transformed by the implementation of Building Information Modeling (BIM), which has facilitated extensive project management capabilities across the entire life cycle. Notwithstanding its advantages, there exist certain limitations that hinder its extensive implementation. This study aims to investigate the disparities related to the adoption of Building Information Modeling (BIM) by conducting a thorough analysis of factors such as data interoperability, standardization, collaboration, skill gaps, and resistance to change. The data were collected through a preliminary pilot survey and a primary questionnaire. The collected data were then subjected to analysis using two statistical techniques: Exploratory Factor Analysis (EFA) and Partial Least Squares Structural Equation Modeling (PLS-SEM). This study reveals noteworthy associations between the adoption of Building Information Modeling (BIM) and several crucial factors, including Continuous Integration (CI), Monitoring and Control (MC), Project Management (PM), Resolution and Performance (RP), Structural Management (SM), Sustainability Administration (SA), and Value Management (VM). This study provides valuable insights for professionals and policymakers, offering recommendations to enhance the implementation of Building Information Modeling (BIM) and advocating for additional research on complementary factors. Through the identification and subsequent resolution of recognized shortcomings, Building Information Modeling (BIM) can be employed in a proficient manner to augment collaboration, mitigate costs, optimize energy efficiency, and implement sustainable construction methodologies. The present study makes a substantial contribution to the progress of Building Information Modeling (BIM) adoption and the efficient management of construction project life cycles.

Demystifying Critical Success Factors for Applying Value Management in Construction Projects along the Belt and Road Regions: Focus Group Study

The Belt and Road (B&R) initiative creates a highly competitive and dynamic environment and cooperation network for construction projects in specific regions. By using the experience of other countries, construction professionals can be well-equipped with management skills for solving intractable problems during the project management process of a construction project. Value management (VM) is a systematic team decision-making methodology used to achieve the best project value, but it is rarely applied in developing regions along the B&R. This study aims to identify critical success factors for the implementation of VM in construction projects in both developed and developing regions along the B&R. Six focus groups targeting three groups of regions were conducted, including advanced VM developed regions (Regions 1), advanced VM developing regions (Regions 2), and unadvanced VM developing regions (Regions 3). Three main groups of critical success factors were identified by using contextual analysis: technical process, team behaviors, and outcomes. By comparing VM in advanced VM regions (Regions 1 and Regions 2) and traditional team decision-making in unadvanced VM regions (Regions 3), the study revealed that (1) practitioners in Regions 1 applied VM to achieve project success with a logical process and positive team behaviors, although several problems were also encountered; (2) surprisingly, in some technical respects, VM practitioners in Region 2 performed better than those in Regions 1, but positive team behaviors were still not emphasized; and (3) inefficient traditional decision-making activities with illogical technical processes and negative team behaviors in Regions 3 often led to poor project outcomes. A propositional model is established based on the identified critical success factors and comparison results among the three groups of regions. Finally, several practical recommendations are proposed to ensure effective VM application and promotion in both developed and developing regions along the B&R.

Critical Success Factors Framework of Value Management for Design and Build Infrastructure Projects

The Design Build (DB) approach is gaining popularity in many countries as it allows a single entity to handle both design and construction, making it a preferred choice for infrastructure projects. With the design process carried out by a team to achieve design constructability, implementing Value Management (VM) in Design Build projects is advantageous and can lead to cost-effective designs. While most studies have concentrated on identifying the important criteria that lead to the effective deployment of VM in infrastructure projects in general, the success factors of VM in DB delivery systems remain unknown. This study aims to identify the critical success factors (CSFs) in the three main stages of the VM workshop and their supporting factors in infrastructure projects delivered under DB system. To achieve the research aim, a questionnaire was distributed to DB contractors involved in infrastructure projects in Indonesia. The Relative Important Index approach was applied to 28 factors, and the analysis revealed the CSFs for each stage of the VM workshop, along with a critical supporting factor. The analysis revealed that there are three CSFs for the pre-study and study stages and one for the post-study stage. The identified CSFs provide a framework for VM success in Design Build projects. The three CSFs in the pre-study stage relate to VM objectives, project information completeness, and personnel involved in the VM workshop. At the study stage, VM success depends on the VM process, the development of alternative designs, and the VM team's innovation. In the post-study stage, VM success is linked to the VM implementation process and developing an execution plan. The cooperation of all stakeholders in implementing the VM workshop results is a critical supporting factor for VM in a DB project.

Managerial values and corporate social responsibility practices: multilevel and multistakeholder analysis

PurposeThis study aims to posit that managerial value would be one of the responsible factors for the difference in corporate social responsibility practice among businesses. It then empirically tested the effect of managerial value, with the moderation of organizational culture, on corporate social responsibility practice.Design/methodology/approachThe authors have devised a “moderated micro-macro model” type of multilevel model, wherein managerial value took the micro (individual level) predictor variable role, stakeholder-based corporate social responsibility practice the macro (organizational level) outcome variable role and organizational culture the macro level moderating variable role. Because they need the attention of inquiry, large manufacturing firms in the Amhara region of Ethiopia, with a sample size of 53, constituted the organizational level units. The recent performance of the firms against corporate social responsibility practice and organizational culture have been judged by 473 randomly chosen employees. Managerial value has been rated by randomly picked managers, numbered 253. Analytically, Croon and van Veldhoven’s multilevel analytical package and Mplus software suited the designed model.FindingsThe study has revealed that managerial value, indeed, is a potential positive driver of CSR practice, the two managerial value dimensions demonstrated differential effects on corporate social responsibility practice and only one of the organizational culture dimensions, hierarchical culture, played a moderation role in managerial value – corporate social responsibility practice link.Originality/valueThe model and this empirical test have not been previously verified.

CSR in domestic and foreign SMEs in Kenya: on the relationship between the SME manager’s values, emotional commitment to long-term socio-economic development and the firm's CSR practices

PurposeCorporate social responsibility (CSR) remains a prevalent topic for businesses worldwide, especially for those operating in developing countries. The attention on small and medium-sized enterprises' (SMEs') CSR engagement in developing countries has been neglected, although SMEs play a vital role in socio-economic development in African countries like Kenya. This paper aims to conceptualize the relationship between the SME manager's values, ethics, emotional commitment to long-term socio-economic development and the firm's CSR practices.Design/methodology/approachThe authors conducted seven semi-structured interviews with Kenyan and German SMEs located in Nairobi. A deductive-inductive analysis approach was chosen, confirming previous findings and contributing new ideas to the International Business (IB) literature.FindingsThis paper develops a concept linking the values and beliefs of the SME manager with the firm's CSR practices in developing countries via the manager's emotional commitment to local long-term socio-economic development. The Kenyan managers tend to show a higher degree of emotional commitment, which the authors explain by two drivers: (1) philanthropic, self-motivated driver and (2) expectation-based, environment-motivated driver. The authors' findings add to the literature on SMEs' CSR engagement in developing countries by looking at the individual level of analysis.Originality/valueThis paper develops a concept linking the values and beliefs of the SME manager with the firm's CSR practices in developing countries.

Efficiency of management of higher education in russia in the practices of application of managerial tools

The managerial ideology for two decades of its use as a management model in the system of higher education in Russia has demonstrated its inefficiency. It has become a source of higher education losing its social purpose. The purpose of the study: to establish the ability of state managerialism to ensure the effective management of the Russian institution of higher education. Methodology: neo-institutional theory. Methods: document analysis; mass sociological survey among students and teachers; in-depth interviews with vice-rectors and deans of seventeen Russian universities. Hypothesis: the effectiveness of higher education management in the practice of applying managerialism is hindered by three barriers: 1) quality inversion, that can be caused by the disinterest of social actors to work effectively in the conditions of applying managerial ideology; 2) the mismatch between the managerial understanding of efficiency and the goals of higher education. In this case, we are talking about a deliberate rejection of the traditional goals of higher education for the sake of the formal implementation of managerial norms; 3) strict regulation of the work of the teaching staff, the reverse consequence of which is predicted to be the imitative fulfilment of the prescribed rules for the professional activities of students.
 Three empirical indicators were used to test the hypothesis: intensification of educational and scientific activities; stimulation of inter-university and intra-university competition among employees; increasing the professionalisation of university management.
 In the course of using survey methods, the effectiveness of state managerialism was refuted through the respondents' rejection of managerial values, the negative impact of institutional barriers on the process of achieving the goals of higher education, and the recognition of the neo-optimal (inefficient) nature of the use of budgetary funds. Instead of improving management efficiency, there is the emergence of imitative practices that are a direct consequence of formal adaptation to new institutional conditions. Professionals who are forced to adapt to managerial tools develop adaptive self-regulation strategies derived from their resource capabilities. As a result, new management tools operate in idle, on their own, in isolation from the target orientations of professional activity. This gives rise to a directly opposite effect on the goal conceived by the reformers: the effectiveness of management is reduced due to a sharp increase in the costs of using managerial tools and failure to achieve traditional professional goals. A paradoxical situation arises: according to formal signs, there is an increase in efficiency, but according to real results, a sharp decrease in the level of professionalism and expected social utility.

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.