When Human Resources Practices and Organizational Culture Collide: A Performance Management Case Study

2009 ◽  
pp. 213-232
Author(s):  
Kimberly Clauss Magee
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Performance Management ◽  
Management Case Study ◽  
A Performance

The Role of Performance Pyramid in Sports Management Case Study - The Athletics Section in CSM Onesti

2015 ◽  
Vol 24 (3-4) ◽  
pp. 215-234
Author(s):  
Ingrid Vasilica Istrate ◽  
Sabina Macovei ◽  
Monica Bucur
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Sport Performance ◽  
Sports Management ◽  
Sports Activity ◽  
Number Of Children ◽  
Use Of Resources ◽  
Management Case Study

Abstract Sport represents the joy of living, to succeed, to self-exceed! Whereas the Romanian sport is at a crossroads, regarding the fewer and fewer number of children who want to practice a sport, as well as the economic situation in which it is situated, the goal of reviving the entire sports activity and to bring it to the top where Romania stayed many years in the past becomes a must. In this sense, there must be found solutions and proper strategies that lead to its revival. This issue requires a systemic approach capable to reestablish “the pyramid of sport performance” on functional principles. The present thesis is a way of organizing sports activities at club’s level, wards, groups, based on the performance pyramid, in order to achieve a high performance management, which is part of the sports reform, ranging from all of its forms, such as: human resources, financial, material, taking into account modern mechanisms (for attraction and use of resources considering the means which are available and necessary).

Detrimental effects of poor human resources management: Case study from Sri Lanka

2015 ◽  
Author(s):  
Chanjief Chandrakumar ◽  
Gowrynathan Jeyanthinathasarma ◽  
Asela K. Kulatunga ◽  
Ramesh Aravind Kesavan ◽  
Chanthujan Chandrakumar
Keyword(s):  
Sri Lanka ◽  
Human Resources ◽  
Human Resources Management ◽  
Resources Management ◽  
Management Case Study

Implementing ActiveStrategy in Miami-Dade County

2009 ◽  
pp. 719-734
Author(s):  
Howard A. Frank
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Return On Investment ◽  
Successful Implementation ◽  
Dade County ◽  
True Cost ◽  
Management Application

ActiveStrategy’s performance management application deploys the widely utilized Balanced Scorecard framework in a dashboard platform designed to align strategy and operational outcomes through all organizational levels. For nearly 5 years, Miami-Dade County has been deploying ActiveStrategy within the broader context of its results-oriented budgeting initiatives. While the county has a long history with output-oriented budgeting, this case study suggests that ActiveStrategy’s successful implementation requires significant time and effort as well as a change of organizational culture. Moreover, consistent with experience in the private sector, the county’s effort may have had relatively unclear expectations for implementation, and the “true cost” of rollout, including the time and labor of county employees, has not been calculated. While this does not diminish the value of implementation, it suggests that return on investment may be primarily intangible—ascertaining if county programs are consistent with the strategic aims of the citizens and elected officials.

scholarly journals The influence of organizational culture on performance: Case study of the Moroccan ATM system

2018 ◽  
Vol 200 ◽  
pp. 00022
Author(s):  
Âta Ghalem ◽  
Chafik Okar ◽  
Razane Chroqui ◽  
El Alami Semma
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
Traffic Management ◽  
Information Use ◽  
Air Traffic Management ◽  
Performance Management System ◽  
Performance Information ◽  
System Framework ◽  
Culture Influence

According to Ferreira and Otley (2009) contextual factors and organizational culture are considered as variable factors that have a significant impact on the performance management system framework, which comprises 12 questions/issues. The intention of this work is to define how organizational culture influences the question/issue of performance information use, through the example of Air Traffic Management (ATM). In fact, based on Schein’s model we determine how two of the levels of organizational culture influence the performance information use within the Moroccan ATM system.

The boundaries of a performance management system between learning and control

2015 ◽  
Vol 19 (3) ◽  
pp. 7-21 ◽  
Author(s):  
Paolo Canonico ◽  
Ernesto De Nito ◽  
Vincenza Esposito ◽  
Marcello Martinez ◽  
Lorenzo Mercurio ◽  
...  
Keyword(s):  
Performance Management ◽  
Management System ◽  
Single Case ◽  
Individual Performance ◽  
Specific Reference ◽  
Performance Management System ◽  
Content Type ◽  
And Control ◽  
A Performance

Purpose – This paper aims to consider how and to what extent it is possible to interpret a performance management system (PMS) as a typical control mechanism or in a more innovative way as a learning tool. PMSs are typically used for planning and coordination purposes. However, they may also be used as an opportunity to foster learning inside the organization. Design/methodology/approach – The empirical analysis was carried out during January-May 2014. A single case study was developed, in the first phase, through document analysis and semi-structured interviews with three top managers, to investigate the purpose and rationale of the design of the PMS. The investigation then continued with non-participant observation. Findings – The picture shows the dominance of “command and control” thinking, based on a cybernetic control system connected to targets and linking the achievement of these targets to individual performance. Practical implications – This paper helps to contextualize reflections on PMSs and potential learning outcomes in knowledge organizations, with specific reference to the airport industry. Originality/value – This paper contributes to the extant debate on the relationship between PMSs and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other authors, relying on a contingent approach, have instead put forward the need of a more comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as of the interdependencies among their components. In the case study under scrutiny in this paper, adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead to any major changes.

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