Influences of National Culture on Continuous Learning: Implications for Learning Objectives and Performance Management

2011 ◽  
pp. 290-311
Author(s):  
Graham Millington
Keyword(s):  
Performance Management ◽  
National Culture ◽  
Behavioral Change ◽  
Multinational Firms ◽  
The United States ◽  
Continuous Learning ◽  
Multinational Organization ◽  
And Performance ◽  
Job Competence ◽  
Insight Into

National culture influences the experience of continuous learning for individuals; this has implications for how the multinational organization might support continuous learning and consequent behavioral change. The chapter examines these influences through the comparative frameworks of national culture developed by Hofstede ( 1980 ; 2001 ) and in the GLOBE project (House, Hanges, Javidan, Dorfman, & Gupta, 2004). What cultural differences mean for the objectives and management of continuous learning is explored by contrasting job competence and performance management in Confucian Asia (e.g., China and Japan) with that of Anglo societies such as Great Britain and the United States. Insight into how multinational firms might support continuous learning and behavioral change is offered. To be effective in a fast-evolving, global environment, firms must strike a balance between consistency of global imperatives and adaptation to local needs.

Enabling continuous learning and quality improvement in health care

2018 ◽  
Vol 31 (6) ◽  
pp. 587-599 ◽  
Author(s):  
Robert William Smith ◽  
Elaina Orlando ◽  
Whitney Berta
Keyword(s):  
Quality Improvement ◽  
Organizational Learning ◽  
Performance Management ◽  
Future Research ◽  
Performance Management System ◽  
Continuous Learning ◽  
Learning Models ◽  
Content Type ◽  
Organizational Learning Theory ◽  
And Performance

Purpose The purpose of this paper is to examine how the design and implementation of learning models for performance management can foster continuous learning and quality improvement within a publicly funded, multi-site community hospital organization. Design/methodology/approach Niagara Health’s patient flow performance management system, a learning model, was studied over a 20-month period. A descriptive case study design guided the analysis of qualitative observational data and its synthesis with organizational learning theory literature. Emerging from this analysis were four propositions to inform the implementation of learning models and future research. Findings This performance management system was observed to enable: ongoing performance-related knowledge exchange by creating opportunities for routine social interaction; collective recognition and understanding of practice and performance patterns; relationship building, learning for improvement, and “higher order” learning through dialogue facilitated using humble inquiry; and, alignment of quality improvement efforts to organizational strategic objectives through a multi-level feedback/feed-forward communication structure. Research limitations/implications The single organization and descriptive study design may limit the generalizability of the findings and introduce confirmation bias. Future research should more comprehensively evaluate the impact of learning models on organizational learning processes and performance outcomes. Practical implications This study offers novel insight which may inform the design and implementation of learning models for performance management within and beyond the study site. Originality/value Few studies have examined the mechanics of performance management systems in relation to organizational learning theory and research. Broader adoption of learning models may be key to the development of continuously learning and improving health systems.

scholarly journals Essential Tools for the Evolution of Expertise in Coaching

2011 ◽  
Vol 4 (2) ◽  
pp. 97
Author(s):  
Wesley Meeter ◽  
Kristen Dieffenbach
Keyword(s):  
Performance Management ◽  
Professional Growth ◽  
Science Studies ◽  
Talent Development ◽  
The United States ◽  
Self Assessment ◽  
Sport Science ◽  
Coaching Education ◽  
Scientific Principles ◽  
And Performance

Stone, Stone and Sands (2005) noted the critical lack of sport science and research based coaching practices in the United States. They noted that current practices are commonly not based on a systematic approach to coaching that allows for both intentionally applied evidence based scientific principles and valid and reliable evaluation methods. Coaching is a profession that requires strong decision making skills, constant assessment, and consistent integration of new information for successful talent development and performance management. Like athletic talent development, the development of these professional skills and the overall development of coaching expertise takes time and deliberate effort (Schempp, 2006). Unfortunately, while formal coaching education program and sport science studies emphasize the physiological, technical and tactical sides of preparing athletes, less attention is paid to the formal development of critical thinking and self-assessment necessary for professional growth and development as a coach. Further, the prevalent grass roots ‘athlete to coach’ and ‘assistant to head’ mentorship models of coach development provide even fewer opportunities for the systematic and deliberate development of these crucial skills.

Performance Management

2020 ◽  
Author(s):  
Edward M. Mone
Keyword(s):  
Performance Management ◽  
Positive Impact ◽  
Performance Appraisals ◽  
Continuous Learning ◽  
Subsequent Discussion ◽  
Employee Relationship ◽  
Development Goals ◽  
And Performance ◽  
The Individual ◽  
The Impact

Performance management, a critical business process, is discussed in this chapter as a framework for driving continuous learning at the individual, team, and organizational levels, with an emphasis on the manager–employee relationship. The concepts of learning, continuous learning, and performance management are introduced, defined, and framed, setting the foundation for the subsequent discussion of each key component of the performance management process—goal setting, feedback, development, and appraisal—and its role in driving continuous learning. The discussion emphasizes the importance of goal cascading and alignment, the impact and influence of both performance and development goals on defining directions for continuous learning, understanding the conditions that enable the positive impact of feedback, knowing the factors that can promote employee development and continuous learning, and knowing how to use both informal and formal performance appraisals to identify, define, and plan for continuous learning. The chapter closes with a summary reinforcing the role of performance management as a framework for driving continuous learning in organizations.

Using Government Performance Management Data to Identify New Business Opportunities: Examples from Government Services Outsourcing in the United States

2004 ◽  
Vol 70 (1) ◽  
pp. 65-76 ◽  
Author(s):  
Lawrence L. Martin ◽  
Karun K. Singh
Keyword(s):  
Private Sector ◽  
Performance Management ◽  
The United States ◽  
Government Performance ◽  
Goods And Services ◽  
Performance Budgeting ◽  
The World ◽  
Business Opportunities ◽  
New Business ◽  
And Performance

This article describes how the private sector can utilize government performance management data to identify business opportunities. Governments around the world today are making increased use of outsourcing, performance management and performance budgeting. Utilizing readily available data that can often be accessed via the World Wide Web, private sector businesses can identify current business opportunities in terms of what services governments are outsourcing, in what amounts and at what costs. Additionally, potential future business opportunities can be identified in terms of what services governments are currently providing in-house, at what costs and with what results. Armed with this information, private sector businesses can readily identify markets for their goods and services.

scholarly journals Integrated performance management model of a company using an analytical hierarchy process

2020 ◽  
Vol 14 (1) ◽  
pp. 1-19
Author(s):  
Jelena Tadić ◽  
Milan Mihajlović
Keyword(s):  
Performance Management ◽  
Management Model ◽  
Performance Improvements ◽  
Proposed Model ◽  
And Performance ◽  
The One ◽  
Integrated Performance ◽  
Hierarchy Process ◽  
A Company ◽  
Insight Into

The aim of this paper is to test the application of an integrated performance management model on the example of a manufacturing company in the field of food industry in Serbia. The proposed model integrates performance quantification (objective and subjective) on the one hand, and performance improvement, on the other. Objective variables are presented in the form of cost and time dimensions, while analytical hierarchical process (AHP) was used to quantify subjective variables. The research results provide insight into the achieved and optimal performance of the company, which provides a basis for further performance improvements.

Performance Management: A Framework for Continuous Learning in Organizations

2011 ◽  
pp. 360-369
Author(s):  
Edward M. Mone
Keyword(s):  
Performance Management ◽  
Positive Impact ◽  
Performance Appraisals ◽  
Continuous Learning ◽  
Subsequent Discussion ◽  
Employee Relationship ◽  
Development Goals ◽  
And Performance ◽  
The Individual ◽  
The Impact

Performance management, a critical business process, is discussed in this chapter as a framework for driving continuous learning at the individual, team, and organization levels, with an emphasis on the manager-employee relationship. The concepts of learning, continuous learning, and performance management are introduced, defined, and framed, setting the foundation for the subsequent discussion of each key component of the performance management process—goal setting, feedback, development, and appraisal—and its role in driving continuous learning. The discussion emphasizes the importance of goal cascading and alignment, the impact and influence of both performance and development goals on defining directions for continuous learning, understanding the conditions that enable the positive impact of feedback, knowing the factors that can promote employee development and continuous learning, and knowing how to use both informal and formal performance appraisals to identify, define, and plan for continuous learning. The chapter closes with a summary reinforcing the role of performance management as a framework for driving continuous learning in organizations.

Control, Performance, and Knowledge Transfers in Large Multinationals: Unilever in the United States, 1945–1980

2002 ◽  
Vol 76 (3) ◽  
pp. 435-478 ◽  
Author(s):  
Geoffrey Jones
Keyword(s):  
United States ◽  
Multinational Firms ◽  
The United States ◽  
International Firms ◽  
Length Relationship ◽  
Knowledge Transfers ◽  
Key Issues ◽  
And Performance ◽  
And Control ◽  
Second World

This article considers key issues relating to the organization and performance of large multinational firms in the post-Second World War period. Although foreign direct investment is defined by ownership and control, in practice the nature of that “control” is far from straightforward. The issue of control is examined, as is the related question of the “stickiness” of knowledge within large international firms. The discussion draws on a case study of the Anglo-Dutch consumer goods manufacturer Unilever, which has been one of the largest direct investors in the United States in the twentieth century. After 1945 Unilever's once successful business in the United States began to decline, yet the parent company maintained an arms-length relationship with its U.S. affiliates, refusing to intervene in their management. Although Unilever “owned” large U.S. businesses, the question of whether it “controlled” them was more debatable.

scholarly journals Management of Rural Onsite Wastewater Systems for Protecting Natural Environment and Human Health

2018 ◽  
Vol 2 (1) ◽  
Author(s):  
Cameron Curran
Keyword(s):  
Human Health ◽  
Best Practice ◽  
The United States ◽  
Negative Effects ◽  
Practice Guide ◽  
Onsite Wastewater ◽  
Wastewater Systems ◽  
And Performance ◽  
Performance Research ◽  
Insight Into

This study investigates the degree to which private rural onsite wastewater systems are managed with respect to environmental protection and human health. Negative effects from unregulated systems will be examined through identifying constraints that are currently in place pertaining to system approvals processes, requirements, and performance. Research for this project is focused in Ontario and the United States and will involve reaching out to owners of private rural onsite wastewater systems. The goals of this research are to provide insight into better management of these systems. Specifically, through the creation a best practice guide and ultimately influence on provincial legislation.

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