Make performance-management systems work for your company

2014 ◽  
Vol 22 (4) ◽  
pp. 33-35
Author(s):  
Promila Agarwal
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Design Methodology ◽  
Role Model ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Diverse Workforce ◽  
Employee Needs ◽  
Practical Implications

Purpose – The purpose of this paper is to highlight the leadership route for managers to manage performance appraisal effectively. Design/methodology/approach – This paper outlines the importance of playing down personal feelings about individual employees, getting the best out of high and low performers, appreciating good work, connecting with subordinates, being a role model and making the most of diversity. Findings – This paper contends that performance management systems alone can never bring about optimum performance; they must be accompanied by sensitive and inspired leaders who treat their employees as individuals. Practical implications – Attention is drawn to the importance of converting managers into leaders who can deal easily and comfortably with diversity and the unforeseen. Social implications – Some of the challenges of dealing with the modern, diverse workforce have been highlighted. Originality/value – This paper advances the view that good leadership is a tool to balance structured performance management systems with the flexibility needed to tailor the systems to specific employee needs.

A conceptual framework for integrated performance management systems

2019 ◽  
Vol 31 (3) ◽  
pp. 309-324 ◽  
Author(s):  
Ulf Johanson ◽  
Roland Almqvist ◽  
Matti Skoog
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Design Methodology ◽  
Present Form ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Integrated Performance ◽  
Further Development ◽  
Practical Implications

Purpose The purpose of this paper is to further develop a conceptual framework for analysing performance management systems (PMS). The framework aims to be useful for a rich understanding of a specific organisation’s PMS. At the same time, it should preferable be simple so that it could be used even in practice. The framework adds to earlier work by Malmi and Brown (2008), Ferreira and Otley (2009), Broadbent and Laughlin (2009), Bedford and Malmi (2015) and Johanson et al. (2001). Design/methodology/approach The paper is theoretical but has also been applied to a Swedish municipality. The purpose of the latter was to understand if the framework is feasible so far. Findings The authors hold that the framework in its present form is useful to use as an analytical tool even if it needs to be subjected to further development. Research limitations/implications The paper addresses an issue that is continuously changing. This means that the suggested framework may suffer from theoretical weaknesses in some respects. To balance between a theoretically deep and exhaustive framework and a framework that is simple enough to use is a tricky question that needs further investigation. Practical implications The ambition with the framework is that it shall be useful even in practice. Originality/value The need for further research in the PMS area has been emphasised by the above researcher but also by, e.g., Van Helden and Reichard (2016). They hold that the authors need rich European cases to improve the understanding of how PMS works. The authors hold that the present framework has the potential to meet the demands from Van Helden and Reichard.

Performance management systems promote job crafting: the role of employees' motivation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Domenico Berdicchia ◽  
Enrico Bracci ◽  
Giovanni Masino
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Extrinsic Motivation ◽  
Job Crafting ◽  
Management Systems ◽  
Mediation Model ◽  
Content Type ◽  
Performance Management Systems ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the influence of performance management systems (PMSs) and their perceived accuracy on job crafting behaviors via motivation.Design/methodology/approachBy adopting a research design based on three waves, a mediation model was tested using survey data from 12 municipalities in Italy.FindingsPerceived PMS accuracy positively influences “approach” job crafting behaviors through intrinsic motivation and “avoidance” job crafting behaviors through extrinsic motivation.Practical implicationsOrganizations interested in promoting job crafting should ensure that PMSs are designed and implemented in a way that increases perceived PMS accuracy among employees.Originality/valueThe results of this study enrich the literature on job crafting by underlining the role of PMSs as an antecedent of job crafting and by clarifying how different motivational processes may intervene in this relationship.

The purposes of performance management systems and processes: a cross-functional typology

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Allan Hansen
Keyword(s):  
Performance Management ◽  
Production Management ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Management Literature ◽  
Important Input ◽  
Basic Purpose ◽  
Functional Areas ◽  
Practical Implications

PurposeThis paper aims to organise, in a general typology, the different purposes of performance management systems and processes (PMSPs) that are discussed across the performance management literature in different functional areas.Design/methodology/approachThe typology is developed based on a traditional review of the performance management literature from three types of functional areas, represented by operations and production management, management accounting and human resource management.FindingsThe cross-functional typology illustrates how the different types of purposes discussed in the literature can be organised in a hierarchical structure. In this way, the basic purpose of organisational value creation for PMSPs can be decomposed into two layers of sub-purposes, the first specifying the domain and the second outlining the specific managerial use of PMSPs.Practical implicationsThe presented typology may help managers across different functional areas map the purposes of their PMSPs; this mapping will not only provide the basics for understanding a PMSP's potential value for an organisation but also serve as an important input for PMSP design.Originality/valueThe presented typology has a broader scope than existing typologies of purposes in research and, consequently, better interrelates and tracks the various types of purposes discussed across different functional areas. This contributes not only to our understanding of performance management as a cross-functional field but also to research on the use and design of PMSPs in organisations.

Getting the true measure of your organization

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
Case Studies ◽  
Reading Time ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Pertinent Information ◽  
True Measure ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study develops four case-studies of manufacturing SME’s in morocco, demonstrating that organizational culture has an impact on their performance management systems. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Feedforward or feedback – reframing positive performance management

2017 ◽  
Vol 25 (5) ◽  
pp. 7-9
Author(s):  
Bridget Rice
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Positive Performance ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Removing the negative elements of traditional feedback-based performance appraisal and refocusing performance management on positive plans for the future can have profound effects on individual and organizational performance. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A proposed methodology for evaluating the quality of performance management systems

2019 ◽  
Vol 31 (3) ◽  
pp. 376-393 ◽  
Author(s):  
Xavier Sales
Keyword(s):  
Performance Management ◽  
Management System ◽  
Holistic Approach ◽  
Theoretical Development ◽  
Management Systems ◽  
Performance Management System ◽  
Content Type ◽  
Performance Management Systems ◽  
Practical Implications

Purpose The purpose of this paper is to develop a methodology for evaluating the quality of an organization’s performance management system. Design/methodology/approach The paper presents a theoretical development based in extant literature, using a field study to illustrate the application of the methodology in assessing the quality of the performance management system of the case company. Findings The study presents performance management systems as a network of interconnected elements instead of elements that follow a lineal sequence. The more consistently aligned the elements of this network, the more likely it is to be able to influence behaviours and decisions in desirable ways. Research limitations/implications The development requires its use by practitioners and researchers assessing the performance management systems of organizations to assess further implications. It stresses the need to differentiate the purpose of performance management systems from the objectives of the organization. Practical implications The tentative application of the methodology suggests that it provides a helpful tool for practitioners and researchers to assess the functionality of systems in place and to identify opportunities for improvement. Originality/value The methodology overcomes the two limitations of previous studies. First, it uses a holistic approach and does not focus on specific tools; second, it assesses the quality of the system, not from future company results that might be influenced by other variables, but from the consistency and alignment of the elements of the system.

Performance management in public universities: overcoming bureaucracy

2018 ◽  
Vol 67 (4) ◽  
pp. 736-753 ◽  
Author(s):  
Nunzio Angiola ◽  
Piervito Bianchi ◽  
Letizia Damato
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Organizational Factors ◽  
Public University ◽  
Management Systems ◽  
Management Tools ◽  
Performance Levels ◽  
Content Type ◽  
Performance Management Systems ◽  
Adoption And Implementation

Purpose Considering a micro performance perspective, the purpose of this paper is to analyze whether and to what extent the adoption of better performance management systems could improve the performance levels of a public university. Design/methodology/approach With reference to a period of four years (2011-2014), the quality of performance management systems of 29 Italian universities (response rate: 48 percent) was examined and the possible effects on performance levels of these institutions were analyzed by means of statistical methodologies (multiple regression analysis). Outcome indicators were considered. Findings The findings indicate the need to go further “measurement,” and to take care of performance “management,” especially in complex organizations as universities, where academicians identify themselves more with their professions than with the organization and where technicians and administrative employees might look at the performance-based reform with “bureaucratic eyes.” A fruitful cooperation between the professional soul and the bureaucratic one is paramount. Originality/value Studies which analyze organizational factors that could affect the adoption and implementation of performance management systems are rare, and use in prevalence qualitative methods or refer to machine bureaucracies, not many to professional ones as public universities. Moreover, the performance management literature in a public university context deepens the topic of the selection of KPIs and the focus is mainly on macro performance or on management tools for gathering and analyzing performance measures.

scholarly journals Bringing the national interlending system into the local document supply process – a Swedish case study

2015 ◽  
Vol 43 (2) ◽  
pp. 104-109
Author(s):  
Ylva Gavel
Keyword(s):  
System Integration ◽  
Management System ◽  
Design Methodology ◽  
Management Systems ◽  
Local Management ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to describe how systems automating the local document supply process (such as integrated library systems and ILL management systems) can be integrated with systems automating regional document requesting (interlending). This is illustrated with a case study of DocFlow, an ILL management system developed in-house at Karolinska Institutet and its integration with Libris, the national interlending system in Sweden. Design/methodology/approach – The present paper describes how system integration between Libris and DocFlow was accomplished in practice. It also discusses various aspects of integration between systems offering automation of document supply. Findings – Integration between local document supply workflows and regional document request flows may involve techniques such as import of outgoing and incoming interlending requests, synchronization of status values between systems, exchange of messages between systems and quick links to the native interfaces of external systems. Practical implications – The paper brings up various aspects to consider when developing or procuring a system for the local management of ILL workflows. Originality/value – The paper may provide a deeper understanding of system integration, as it applies to the document supply process.

Performance measurement and management systems as IT artefacts

2018 ◽  
Vol 67 (7) ◽  
pp. 1214-1233 ◽  
Author(s):  
Marie Marchand ◽  
Louis Raymond
Keyword(s):  
Performance Measurement ◽  
Design Methodology ◽  
Business Value ◽  
Management Systems ◽  
Nomological Network ◽  
Content Type ◽  
It Business Value ◽  
Effective Use ◽  
Practical Implications ◽  
And Task

Purpose Considering performance measurement and management systems (PMMS) to be “mission-critical” information systems for many business organisations, calls have been made for researchers to shift from studying the use of such systems to studying their “effective” use, and in so doing to focus on their characterisation as information technology (IT) artefacts. The paper aims to discuss this issue. Design/methodology/approach In seeking to answer these calls, the authors apply Burton-Jones and Grange’s theoretical framework to study the dimensions, contextual drivers and benefits of the effective use of PMMS. This is done through a field study of 16 PMMS artefacts as used in small- and medium-sized enterprises (SMEs). Findings In characterising, contextualising and valuing the effective use of PMMS, this study provides answers to the following questions: What constitutes the effective use of PMMS? What are the user, artefactual and task-related drivers of such use? And what are the benefits for SMEs of using performance measurement and management (PMM) systems effectively? Practical implications With regard to the design of a PMMS artefact, the findings imply that one should concentrate on those artefactual attributes that most enable informed action on the part of owner-managers, as it is these actions have the greater consequences for the realisation of IT business value in SMEs. Moreover, the nomological network resulting from this research provides the theoretical and methodological underpinnings of a diagnostic tool meant to develop the PMM function in SMEs. Originality/value This study provides further empirical grounding and understanding. This study provides further empirical grounding and understanding of the concept of effective use, as well as further applicability and actionability to this concept and to the nomological network of its dimensions, contextual drivers and benefits in the case of PMMS and in the context of SMEs.

Integrating organisational- and individual-level performance management systems (PMSS): a case study in a large Indonesian public sector organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rudy M. Harahap
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Control Systems ◽  
Developing Country ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Individual Level ◽  
Level Performance

Purpose This study aims to comprehensively examine the integration of organisational- and individual-level performance management systems (PMSs) in the context of public sector organisations (PSOs) of developing countries (DCs), by investigating the elements of PMSs in the studied organisation. Design/methodology/approach A case study in a large PSO of a developing country was conducted. The design of the study and the data analysis drew on Ferreira and Otley’s PMSs framework. Data were captured from electronic and printed document archives, online written interviews with participants and face-to-face interviews. The data then were triangulated and analysed thematically. Findings The study reveals a recursive relationship between culture and PMSs, and identifies conflicting regulatory requirements and a lack of information technology capacity led to the development of dual, loosely coupled PMSs in the studied organisation. Research limitations/implications The findings may not be generalisable beyond a large, PSO in a developing country; the study did not consider the linkages between the integration of organisational- and individual-level PMSs and other PMSs; the study looked at only two notions of culture; and the study asked participants to recall past events, so was retrospective in its design. Practical implications The findings illustrate the need for public sector managers and key policymakers to use both formal and informal control systems, together with technical and social integration mechanisms, as well as management accounting (MA) and human resources management (HRM) control approaches, when attempting to integrate organisational- and individual-level PMSs in the PSOs of DCs. Social implications Future studies may usefully investigate the integration of organisational- and individual-level PMSs in different contexts, consider culture and contextual factors when investigating the integration of organisational- and individual-level PMSs in different contexts, examine whether national culture also substantially impacts PMSs in other countries and attempt to inform the MA literature by drawing on HRM theory and research on individual-level PMSs. Such studies may help to address the gap between PMS theory and practice and better allow MA researchers to contribute to practice. Originality/value The study contributes to management control systems (MCSs) and PMSs literature by extending our understandings in the relationship between accounting and non-accounting controls, the contextual factors that affect PMSs and highlighting the importance of considering cultural context when integrating PMSs in the PSOs of DCs.

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