Performance management: Design and implementation factors that drive organizational impact

The case highlights the key concerns and issues an organization may face if its performance management system (PMS) does not serve its intended purpose and how it can cause demotivation and dissatisfaction among employees and result in an overall decline in organizational performance. It also illustrates how employees’ organizational culture and perception can be as important as the system design and can present challenges even if an elaborate system is planned. In the face of increasing turmoil among employees towards management and the decreasing performance of the organization, TECHNO21 decided to change its current PMS, which seemed a difficult but necessary step to achieve the desired performance levels and overall strategic objectives of the organization.

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Design and implementation of an information model for integrated configuration and performance management of MPLS-TE/VPN/QoS

IFIP/IEEE Eighth International Symposium on Integrated Network Management, 2003. ◽

10.1109/inm.2003.1194175 ◽

2003 ◽

Author(s):

Taesang Choi ◽

Hyungseok Chung ◽

Changhoon Kim ◽

Taesoo Jeong

Keyword(s):

Performance Management ◽

Information Model ◽

Design And Implementation ◽

And Performance

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Technology’s Impact on the Performance Management Transformation

Performance Management Transformation ◽

10.1093/oso/9780190942878.003.0014 ◽

2020 ◽

pp. 264-288

Author(s):

Ryan S. O’Leary ◽

Elizabeth Lentz

Keyword(s):

Performance Management ◽

Data Science ◽

New Technologies ◽

Change Strategies ◽

Organizational Impact ◽

Organizational Survival ◽

Driving Behaviors ◽

Specific Performance ◽

Barriers To Implementation ◽

Management Approaches

Organizations are facing unprecedented levels of change as forces like hypercompetition, knowledge commoditization, and technology are having a significant impact on performance and threating organizational survival. These pressures, combined with the shortcomings of existing performance management (PM) approaches, are forcing organizations to develop more effective PM practices. Competing effectively in this environment demands novel, cutting-edge, and more impactful approaches. There has been a movement toward processes that are data driven, flexible, continuous, engaging, future focused, and development oriented and that allow for more informed decision-making by organizations, managers, and employees. To support and drive this transformation, organizations are increasingly relying on technology, people analytics, and data science solutions. This chapter reviews the evolution of PM technology, examines its potential to add value and lead to behavioral change, reviews possible limitations and barriers to implementation to ensure the hype is not outpacing reality, and provides practical guidance for organizations looking to implement these new technologies. It is argued that advances in technology can support the activities needed to truly drive performance, but that it does not create change in and of itself. Emergent technology must be combined with organizational change strategies and evaluated for its individual, team, and organizational impact. In addition, it is imperative to examine how technology can be most effectively leveraged to improve specific performance-driving behaviors that the research has shown lead to more impactful performance management approaches rather than simply automating processes that have not worked well in the past.

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Not my problem: the impact of siloed performance management on policy design and implementation

Handbook on Performance Management in the Public Sector ◽

10.4337/9781789901207.00008 ◽

2021 ◽

pp. 28-41

Author(s):

Sue Olney

Keyword(s):

Performance Management ◽

Policy Design ◽

Design And Implementation ◽

The Impact

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Lessons from Healthcare PPP’s in India

International Journal of Rural Management ◽

10.1177/0973005220916312 ◽

2020 ◽

Vol 16 (1) ◽

pp. 7-12

Author(s):

Subramania Raju Rajasulochana ◽

Dayashankar Maurya

Keyword(s):

Performance Management ◽

Healthcare Services ◽

Evidence Based ◽

Delivery Of Healthcare ◽

Management Tools ◽

Private Partnership ◽

The Public ◽

Design And Implementation ◽

Public Resources ◽

Selection Of

The NITI Aayog is working to develop and conduct pilot public–private partnership (PPP) projects to improve the delivery of healthcare services. The last two decades saw a rise in discussions and debates on the varied PPP models, as an opportunity to harness the private sector efficiencies and to supplement the public resources. However, the enthusiasm for experimenting with the PPP models fall short of the learnings from it. The limited but growing evidence based on PPPs in healthcare suggests that even the basic tenets of design and implementation of the PPP model have not been met, such as selection of qualified providers\contractors, designing contracts that align incentives, appropriately allocate risks and managing contracts using appropriate performance management tools. In general, the PPP models involve considerable risks and more so in healthcare given its unique characteristics, therefore if not designed and implemented with care, PPP’s in healthcare would prove to be wasteful and burdensome on the public exchequer.

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Performance management practices in humanitarian organisations

Journal of Humanitarian Logistics and Supply Chain Management ◽

10.1108/jhlscm-05-2019-0036 ◽

2020 ◽

Vol 10 (2) ◽

pp. 125-168

Author(s):

Hella Abidi ◽

Sander de Leeuw ◽

Wout Dullaert

Keyword(s):

Supply Chain ◽

Performance Measurement ◽

Performance Management ◽

Management Practices ◽

Empirical Studies ◽

Supply Chain Performance ◽

Content Type ◽

Humanitarian Supply Chains ◽

Design And Implementation ◽

Performance Measurement Systems

PurposeWe examine how design and implementation practices for supply chain performance management that have proven successful in commercial organisations apply to humanitarian organisations (HOs) to guide the process of designing and implementing performance management in humanitarian organisations.Design/methodology/approachWe identify from the literature ten successful practices regarding the design and implementation of supply chain performance management in commercial businesses. We apply these, using action research over a four-year period, at Médecins sans Frontières (MSF) Belgium and draw conclusions from this.FindingsWe find that tools and techniques, such as workshops and technical sheets, are essential in designing and implementing supply chain performance measurement projects at HOs. Furthermore, making a link to an IT project is crucial when implementing performance measurement systems at HOs. Overall, our case study shows that performance management practices used in business can be applied and are relevant for humanitarian supply chains.Originality/valuePrevious research has argued that there are few empirical studies in the domain of performance management at humanitarian organisations. To the best of our knowledge, this paper is the first to provide a longitudinal understanding of the design and implementation of supply chain performance measurement at HOs.

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