Emotional Intelligence and Performance Management

This study describes and expounds link between motivation-enhancing HR practices (M-HRM) and customer satisfaction (CS). Motivation-enhancing HR practices include compensation & incentive (CI) and performance management (PM).The mediation of emotional intelligence (EI) is verified between the M-HRM and CS. The research was directed on 126 bank branches operational in Punjab (Pakistan) with 467 banking employees and 934 customers. The process of statistical analysis was performed by Structural equation modeling (SEM). A substantial relationship amongst all the variables of study (i.e. M-HRM, EI and CS) was established. It was clinched resultantly, that M-HRM exert impact on CS, through EI in direct as well as indirect ways.

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Too Much of a Good Thing? Emotional Intelligence and Performance

PsycEXTRA Dataset ◽

10.1037/e518362013-480 ◽

2011 ◽

Author(s):

Sheetal Singh

Keyword(s):

Emotional Intelligence ◽

Good Thing ◽

And Performance

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EMOTIONAL INTELLIGENCE DAN PERILAKU KEPEMIMPINAN PENDIDIKAN ISLAM

AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM ◽

10.33650/al-tanzim.v2i2.393 ◽

2018 ◽

Vol 2 (2) ◽

pp. 114-128

Author(s):

Ahmad Fauzi

Keyword(s):

Emotional Intelligence ◽

Strong Influence ◽

Islamic Education ◽

Theoretical Level ◽

Level Of Education ◽

High Position ◽

Performance Culture ◽

And Performance ◽

Emotional Approach ◽

High Emotional Intelligence

Sociologically, emotional intelligence is an important part of this study to build leadership social behavior in the management of Islamic education, so that it can color the dynamics of leadership so far and can increase individual loyalty in the organization. Therefore, a leader in mobilizing, motivating and inspiring individuals in the organization requires an emotional approach as a model to awaken individuals in improving their performance culture. Thus the role and actions of leadership in various systems of Islamic education are essentially actualization processes of internalization values inherent in his personality, especially regarding (emotional intelligence). At the theoretical level, emotional intelligence is an important part in building ideal leadership. Portrait of emotional intelligence-based leadership can give birth to two leadership models, including: a) emotional intelligence-based leadership is seen as more effective, and has a strong influence on individual loyalty in Islamic education - even high and low emotional intelligence also affects the high and low loyalty and performance culture. b) the emotional intelligence of a leader cannot be measured by the level of education, even someone's degree. Therefore, it does not guarantee that someone who has a high position or has a high title has high emotional intelligence.

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Wage Policy and Performance Management in Estonian Higher Educational Institutions

SSRN Electronic Journal ◽

10.2139/ssrn.418700 ◽

2003 ◽

Author(s):

Kulno Turk

Keyword(s):

Performance Management ◽

Educational Institutions ◽

Wage Policy ◽

Higher Educational Institutions ◽

Higher Educational ◽

And Performance

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Performance Measurement using Balance Score Card and its Applications: A Review

Journal of Supply Chain Management Systems ◽

10.21863/jscms/2015.4.3.009 ◽

2015 ◽

Vol 4 (3) ◽

Author(s):

Shradha Gawankar ◽

Sachin S. Kamble ◽

Rakesh Raut

Keyword(s):

Performance Measurement ◽

Organizational Performance ◽

Performance Management ◽

Balanced Scorecard ◽

Strategic Change ◽

The Balanced Scorecard ◽

Balance Score Card ◽

Measurement Framework ◽

Score Card ◽

And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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Integrating training and performance management of civil aviation inspectors: A pilot study of the mediating role of competency‐based training

International Journal of Training and Development ◽

10.1111/ijtd.12234 ◽

2021 ◽

Author(s):

Maja Vaskova Kjulavkovska ◽

Giovanni Oscar Serafini ◽

Leslie Thomas Szamosi

Keyword(s):

Pilot Study ◽

Performance Management ◽

Civil Aviation ◽

Mediating Role ◽

Competency Based ◽

And Performance

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The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery

Journal of Public Administration Research and Theory ◽

10.1093/jopart/muaa055 ◽

2020 ◽

Author(s):

Cody A Drolc ◽

Lael R Keiser

Keyword(s):

Service Delivery ◽

Performance Management ◽

Fixed Effects ◽

Poor Performance ◽

Central Component ◽

State Agencies ◽

Public Programs ◽

And Performance ◽

Fixed Effects Regression ◽

Social Security Disability

Abstract Government agencies often encounter problems in service delivery when implementing public programs. This undermines effectiveness and raise questions about accountability. A central component of responsiveness and performance management is that agencies correct course when problems are identified. However, public agencies have an uneven record in responding to problems. In this paper we investigate whether, and to what extent, capacity both within the agency and within institutions performing oversight, improves agency responsiveness to poor performance indicators. Using panel data on eligibility determinations in the Social Security Disability program from U.S. state agencies from 1991-2015 and fixed effects regression, we find that indicators of agency and oversight capacity moderate the relationship between poor performance and improvement. Our results suggest that investments in building capacity not only within agencies, but also within elected institutions, are important for successful policy implementation. However, we find evidence that while agency capacity alone can improve responsiveness to poor performance, the effect of oversight capacity on improving performance requires high agency capacity.

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