EMPLOYMENT CONTRACT AND SMES’ INNOVATION IN DEVELOPING AND TRANSITION ECONOMIES: THE CASE OF VIETNAM

2017 ◽  
Vol 22 (04) ◽  
pp. 1750027
Author(s):  
NGO VI DUNG ◽  
NGUYEN NGOC THANG ◽  
FRANK JANSSEN ◽  
DAMIAN HINE
Keyword(s):  
Performance Management ◽  
Transition Economies ◽  
High Performance ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Process Innovation ◽  
Future Research ◽  
Medium Size ◽  
Employment Contract ◽  
Product Improvement

Although the job/employment security is critical to the implementation of high performance management practices (Pfeffer and Veiga, 1999), its impact on innovation remains understudied, especially in the context of small and medium-size enterprises (SMEs) in emerging and transition economies (ETEs). This paper uses the institution-based view in entrepreneurship and strategic management to (i) analyze the relationships between the formality of an employment contract and the firm’s innovation (i.e., product innovation, product improvement, process innovation and intention of innovation); and (ii) indentify potential antecedents of the contractual formality. Based on a sample of 865 private, domestic SMEs operating in the manufacturing sector in an ETE — namely Vietnam — and by using multivariable regression techniques, we find that the formality of the employment contract significantly and positively influences some aspects of the firm’s innovation (i.e., product improvement and process innovation). Furthermore, the major factors that determine the employment contract’s degree of formality are the manager’s regulatory knowledge, the degree of industrial competition and the existence of a labor representative within the firm. Implications for policy makers, managers and future research are suggested.

scholarly journals The Role of High-Performance Work System on Career Success: Evidence from Jordan

2017 ◽  
Vol 12 (10) ◽  
pp. 203
Author(s):  
Bandar Kareem Abutayeh
Keyword(s):  
Performance Management ◽  
Career Success ◽  
High Performance ◽  
Management Practices ◽  
Training And Development ◽  
Future Research ◽  
Work System ◽  
Performance System ◽  
High Performance Work System

The aim of this study is to examine the effect of high-performance system on career success. To achieve this, questionnaire was used to collect data from sample of 358 employees from 14 business companies in Jordan. Results reveal that high-performance work system (HPWS) positively affects career success. Specifically, this study proves that both subjective and objective career success is positively related to HPWS. Furthermore, results demonstrate that training and development, performance management, and career management practices enhance career success. Implications for managers and suggestions for future research are also discussed.

Managing the most important asset: a twenty year review on the performance management literature

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ebina Justin M.A. ◽  
Manu Melwin Joy
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
System Quality ◽  
Content Type ◽  
Non Profit ◽  
Quantitative Studies ◽  
Theoretical Perspectives ◽  
Human Resource Management Practices

Purpose The three objectives served by this review are to provide readers a limpid insight about the topic performance management (PM), to analyse the latest trends in PM literature and to illustrate the theoretical perspectives. It would be fascinating for the practitioners and researchers to see the latest trends in the PM system, which is not yet covered in previous reviews. The study covers the historical and theoretical perspectives of human resource management practices. We also try to unveil some of the theoretical debates and conflicts regarding the topic. Design/methodology/approach We reviewed 139 studies on PM published within the last 20 years (2000–2020). The method used here is the integrative review method. The criteria used to determine studies are articles from peer-reviewed journals regarding the PM system published between 2000 and 2020. The initial search for studies was conducted using an extensive journal database, and then an intensive reference-based search was also done. Each selected article was coded, themes were identified, and trends for every 5 years were determined. All the articles were analysed and classified based on the methodology used to identify qualitative and quantitative studies. Findings The review concludes that PM literature's emphasis shifted from traditional historical evaluations conducted once or twice a year to forward-looking, feedback-enriched PM systems. By segregating the studies into 5-year periods, we could extract five significant trends that prevailed in the PM literature from 2000 to 2020: reactions to PM system, factors that influence PM system, quality of rating sources, evaluating the PM system and types of the PM system. The review ends with a discussion of practical implications and avenues for future research. Research limitations/implications It is equally a limitation and strength of this paper that we conducted a review of 139 articles to cover the whole works in PM literature during the last 20 years. The study could not concentrate on any specific PM theme, such as exploring employee outcomes or organizational outcomes. Likewise, the studies on public sector and non-profit organizations are excluded from this review, which constitutes a significant share of PM literature. Another significant limitation is that the selected articles are classified only based on their methodology; further classification based on different themes and contexts can also be done. Originality/value The study is an original review of the PM literature to identify the latest trends in the field.

Consequences of Disruptive Technology

2013 ◽  
pp. 805-824
Author(s):  
Güera Massyn Romo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Business Management ◽  
Future Research ◽  
Disruptive Technology ◽  
Communication Services ◽  
Parallel Structures ◽  
New Business ◽  
Organisational Process ◽  
Organisation Structure

There is an industry tendency to create new roles to compensate for the unavailability of adequately skilled staff. This contributes to establishing new business management practices in allocating and managing operational responsibility. An example of a permanent parallel organisation structure, namely Revenue Assurance (RA) in the Communications Services Provider (CSP) industry is described in context of the CSP industry challenges to ensure complete and accurate billing of communication services. This discussion is positioned with reference to organisational learning (OL) theory and objectives. This chapter argues that parallel structures be utilised as learning structures rather than operational compensating structures as is the case with the RA implementation in practice today. Future research must focus on competency destruction as a conscious organisational process in association with a renewed focus on targeted recruitment, adequate personnel performance management, and a continued reliance on existing business management practices such as project management and risk management.

'High-performance' Management Practices, Working Hours and Work-Life Balance

2003 ◽  
Vol 41 (2) ◽  
pp. 175-195 ◽  
Author(s):  
Michael White ◽  
Stephen Hill ◽  
Patrick McGovern ◽  
Colin Mills ◽  
Deborah Smeaton
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices ◽  
Working Hours ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance

Performance management perception in Kenya

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nickson Hebert Odongo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Positive Impact ◽  
Performance Standards ◽  
Future Research ◽  
Social Scientists ◽  
Content Type ◽  
Performance Review ◽  
And Performance ◽  
Government Workers

Purpose This paper aims to present an analysis of the perception of performance management practices and transformations by investigating what devolved governments of Kenya are doing and ought to do after which the approaches of performance and performance management are evaluated. Design/methodology/approach A descriptive assessment of five devolved governments of Kenya is carried out. This study covered 518 respondents across the above-sampled governments. Findings The outcomes demonstrated that there are guidelines established by the counties to measure the performance of workers where tested variables about setting performance standards and performance review information against their effect on performance improvement and performance measurement, respectively, are statistically significant, and therefore have a positive impact on the eventual performance of devolved governments. Practical implications The results support scholars, practitioners and social scientists in development studies for the planning and management of public organizations. The thought of factors that enhance or impede devolved government workers’ performance can be explored in future research. Originality/value The thought of performance management perception, especially in a developing country, is a theoretical milestone.

scholarly journals Beyond HRM’s Performance Management: Towards Strategic Workforce Resilience

2021 ◽  
Author(s):  
John Mendy
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Fundamental Problem ◽  
Future Research ◽  
Organisational Performance ◽  
Work Systems ◽  
Implementation Gap ◽  
Research Areas ◽  
Performance Problem ◽  
The Uk

HRM professionals’ reliance on using teamwork, organisational planning and managerially- controlled appraisal measures within the framework of High Performance Organisation (HPO) and High Performance Work Systems (HPWS) has outlived its useful applicability and sustainability in today’s SME crisis-ridden environment. This chapter highlights the gap between the HRM discipline, whose measures to resolve the organisational performance problem have instead resulted in a deepening of the performance crisis in resource-constrained SMEs and an urgent need to address such a fundamental problem through the creation, development and sustenance of more innovative measures. A critique of HPO and HPWS’s structural and systemic approach to solve the effective organisational performance implementation gap led to an additional discovery, which is how to solve the performance problem competently and sustainably such that SMEs have a more strategically viable future. The study’s interpretivism paradigm backed up by a survey of 85 management and staff respondents in a longitudinal study spanning 7 years in the UK highlighted 6 important themes. These were combined to develop a new ‘Strategic Workforce Resilience Management Model’ as a way to solve the SME performance quagmire. This fills the performance implementation and strategic sustainability gaps and introduces resilience characteristics into the way HRM professionals should be managing the performance problem. The limitations, the implications and future research areas are discussed.

Spanish lessons on developing employee commitment and empowerment-driven strategies

2020 ◽  
Vol 28 (6) ◽  
pp. 9-11
Keyword(s):  
Organizational Performance ◽  
Performance Appraisal ◽  
High Performance ◽  
Affective Commitment ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Content Type ◽  
Team Members ◽  
Strategic Goals ◽  
Pertinent Information

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 This research paper explores the potential of HR management practices to integrate into an organization-wide high-performance work system (HPWS) as a route to achieving greater organizational performance. Based on the views of respondents from Spain’s manufacturing sector, boosting the affective commitment and empowerment of employees in the presence of a HPWS inspires them to elevate their performance. One way of achieving this is for managers to give their team members more autonomy. Applying HR best practices across selection, training, performance appraisal, and compensation activity is a crucial step in laying a foundation that is linked to the organization’s overall strategic goals. 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.

scholarly journals Evaluation of a Stereo Vision System for Cotton Row Detection and Boll Location Estimation in Direct Sunlight

Agronomy ◽  
2020 ◽  
Vol 10 (8) ◽  
pp. 1137
Author(s):  
Kadeghe Fue ◽  
Wesley Porter ◽  
Edward Barnes ◽  
Changying Li ◽  
Glen Rains
Keyword(s):  
Stereo Vision ◽  
High Performance ◽  
Vision System ◽  
Satellite System ◽  
Location Estimation ◽  
Future Research ◽  
Medium Size ◽  
Detection Accuracy ◽  
Stereo Vision System ◽  
Cotton Bolls

Cotton harvesting is performed by using expensive combine harvesters which makes it difficult for small to medium-size cotton farmers to grow cotton economically. Advances in robotics have provided an opportunity to harvest cotton using small and robust autonomous rovers that can be deployed in the field as a “swarm” of harvesters, with each harvester responsible for a small hectarage. However, rovers need high-performance navigation to obtain the necessary precision for harvesting. Current precision harvesting systems depend heavily on Real-Time Kinematic Global Navigation Satellite System (RTK-GNSS) to navigate rows of crops. However, GNSS cannot be the only method used to navigate the farm because for robots to work as a coordinated multiagent unit on the same farm because they also require visual systems to navigate, avoid collisions, and to accommodate plant growth and canopy changes. Hence, the optical system remains to be a complementary method for increasing the efficiency of the GNSS. In this study, visual detection of cotton rows and bolls was developed, demonstrated, and evaluated. A pixel-based algorithm was used to calculate and determine the upper and lower part of the canopy of the cotton rows by assuming the normal distribution of the high and low depth pixels. The left and right rows were detected by using perspective transformation and pixel-based sliding window algorithms. Then, the system determined the Bayesian score of the detection and calculated the center of the rows for the smooth navigation of the rover. This visual system achieved an accuracy of 92.3% and an F1 score of 0.951 for the detection of cotton rows. Furthermore, the same stereo vision system was used to detect the location of the cotton bolls. A comparison of the cotton bolls’ distances above the ground to the manual measurements showed that the system achieved an average R2 value of 99% with a root mean square error (RMSE) of 9 mm when stationary and 95% with an RMSE of 34 mm when moving at approximately 0.64 km/h. The rover might have needed to stop several times to improve its detection accuracy or move more slowly. Therefore, the accuracy obtained in row detection and boll location estimation is favorable for use in a cotton harvesting robotic system. Future research should involve testing of the models in a large farm with undefoliated plants.

Promoting desirable work attitudes and behaviors among accountants: a field study

2020 ◽  
Vol 35 (10) ◽  
pp. 1591-1604
Author(s):  
Enoch Kusi Asare ◽  
J. Lee Whittington ◽  
Robert Walsh
Keyword(s):  
Performance Management ◽  
Affective Commitment ◽  
Online Survey ◽  
Management Practices ◽  
Work Attitudes ◽  
Work Outcomes ◽  
Future Research ◽  
Content Type ◽  
Attitudes And Behaviors ◽  
And Behaviors

Purpose Accounting work is characterized by high job demands and tight deadlines. With less task variety, accounting work is susceptible to employee disengagement. This paper aims to examine the role of enhanced performance management practices as intervention mechanism to the disengagement among accountants. Design/methodology/approach A total of 105 accountants participated in an online survey, answering self and social reports. Hypotheses were tested using regression analyses. Findings Enhanced performance management practices promote engagement among accountants. In turn, engagement promotes job satisfaction and affective commitment among accountants. Research limitations/implications Further studies are necessary to test the study’s findings. Future research should focus on replicating this study in other settings. Practical implications Performance planning and implementation are critical to enhancing accountants’ work attitudes and behaviors. Originality/value The accounting literature has consistently addressed negative accounting work outcomes from the perspective of burnout (a negative approach). This paper addresses the issue from the perspective of engagement (a positive approach).

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