Work Performance Excellence via Project Management

2021 ◽  
pp. 75-102
Author(s):  
Adedeji B. Badiru ◽  
Lauralee Cromarty
Keyword(s):  
Project Management ◽  
Work Performance ◽  
Performance Excellence

Establishing a Mutually Respectful Environment in the Workplace: A Toolbox for Performance Excellence

2019 ◽  
pp. e219-e226 ◽  
Author(s):  
Narjust Duma ◽  
Shail Maingi ◽  
William D. Tap ◽  
Colin D. Weekes ◽  
Charles R. Thomas
Keyword(s):  
Health Care ◽  
Health Care Professionals ◽  
Work Performance ◽  
Performance Excellence ◽  
Political Climate ◽  
Negative Behaviors ◽  
Team Members ◽  
Emotional Environment ◽  
Overall Job Satisfaction

Most health care professionals spend a substantial amount of their time at the workplace. Our interactions with team members can define our daily experiences, impact our work performance, and influence our overall job satisfaction. Over the last years, how we interact with colleagues and patients has changed with the introduction of social media, a tenser political climate, and an evolving health care system. In oncology, a team can be composed of medical students, clinicians, and support and administrative staff within a heavy emotional environment where some of our patients are facing the risk of early mortality and most are dealing with the unmeasurable burden of cancer. Many of these factors can increase the risk for professionalism lapses. We discuss common challenges faced in the practice of cancer care, including the generational gap between medical trainees and senior members, gender disparities, and microaggressions. Microaggressions represent verbal, behavioral, and environmental indignities that communicate hostile, derogatory, and negative slights that insult a target person or group. Microaggressions should not be accepted as the norm in the workplace. It is essential to recognize these negative behaviors and manage them effectively to reduce or even prevent the long-term toxicities that these behaviors can bring to the workplace environment. Ultimately, we must acknowledge that these issues exist and remember that education and collaboration are the pillars of an inclusive workplace. We owe such efforts to our patients who deserve good care, to our partners in the care of patients so that they feel supported and included, and to ourselves.

scholarly journals PENGARUH KEPEMIMPINAN SENIOR, TATA KELOLA DAN TANGGUNG JAWAB SOSIAL TERHADAP KINERJA KEPALA RUANG RAWAT INAP RUMAH SAKIT KARYA BHAKTI KOTA BOGOR TAHUN 2008

2015 ◽  
Vol 34 (2) ◽  
pp. 147
Author(s):  
Adila Kasni Astiena ◽  
Hafizurrachman Hafizurrachman ◽  
Mieke Savitri
Keyword(s):  
Social Responsibility ◽  
Path Analysis ◽  
Work Performance ◽  
Survey Design ◽  
Leadership Capacity ◽  
Senior Leadership ◽  
Performance Excellence ◽  
Baldrige Criteria ◽  
Malcolm Baldrige Criteria ◽  
Malcolm Baldrige

AbstrakPenelitian ini bertujuan untuk mengetahui pengaruh Kepemimpinan Senior, Tata Kelola dan Tanggung Jawab Sosial Terhadap Kinerja Kepala Ruang Rawat Inap Rumah Sakit Karya Bhakti (RSKB) Bogor Tahun 2008. Kerangka teori dari penelitian ini diambil dari Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) bagi institusi kesehatan dalam Hertz (2008). Kriteria MBCfPE yang diambil adalah kepemimpinan (leadership) yang dijabarkan menjadi variabel Kepemimpinan Senior, Tata Kelola Dan Tanggung Jawab Sosial. Penelitian ini merupakan penelitian survei dengan pendekatan kuantitatif. Data yang dikumpulkan adalah data primer dengan menggunakan kuesioner dan diolah dengan menggunakan metode analisis jalur (Path Analysis). Responden penelitian ini adalah semua perawat ruang rawat inap Dahlia Anyelir RSKB tahun 2008. Hasil penelitian ditemukan bahwa Kepemimpinan Senior, Tata Kelola dan Tanggung Jawab Sosial mempengaruhi Kinerja Kepala Ruang sebesar 57.59% sedangkan sisanya 42.41% dipengaruhi oleh variabel yang tidak diteliti. Variabel yang paling besar mempengaruhi kinerja kepala ruang adalah kepemimpinan senior (30.44%) disusul oleh variabel tata kelola (22.96%) dan Tanggung Jawab Sosial (4.18%). Tanggung Jawab Sosial mempunyai koefisen jalur yang tidak bermakna dan sangat kecil, namun tetap dipertahankan dalam model akhir karena secara substantif, penting dalam menentukan kinerja kepala ruang. Berdasarkan penelitian ini disarankan untuk lebih memperhatikan dan meningkatkan kepemimpinan senior, tata kelola dan tanggung jawab sosial guna meningkatkan kinerja kepala ruang dengan cara (1) melakukan pembinaan dalam hal kepemimpinan mencakup kemampuan (ability), keterampilan (skill) dan perilaku (behaviour). (2) Menciptakan kebijakan guna terciptanya kondisi peningkatan kemampuan kepemimpinan senior, tata kelola dan tanggung jawab sosial, termasuk memberikan kesempatan untuk menambah pengetahuan (3) Dalam pemilihan kepala ruang disarankan untuk memperhatikan kapasitas kepemimpinanARTIKEL PENELITIAN148(kemampuan, keterampilan dan tingkah laku), tata kelola dan tanggung jawab sosial dari calon kepala ruang.Kata Kunci : Kepemimpinan Senior, Tata Kelola, Tanggung Jawab Sosial, Kinerja, PerawatAbstractThis study has an objective to know the influence of senior leadership, governance, social responsibility to performance of roomcare head nurses in Karya Bhakti hospital Kota Bogor (RSKB) 2008. Theoretically, this concept is taken from Malcolm Baldrige Criteria for Performance Excellence (MBCfPE), in Health Care (Hertz, 2008). The choosen criteria MBCfPE is Leadership. Leadership criteria consist of senior leadership, governance and social responsibility variables. The study design is a survey design with quantitative approaches. The method being used in this study is path-analysis-method. The data are primer taken by the questionaires. Respondance are taken among nurses at Dahlia Anyelir roomcare RSKB Bogor 2008. The result shows that senior leadership, governance and social responsibility influenced performance of roomcare head nurses is 57.59% while the rest 42.41% is influenced by other factors which is not included in this study. The biggest variable which influenced work performance roomcare head nurses is senior leadership (30.44%), followed by governance (22.96%) and social responsibility (4.18%). Social responsibility variable is not significant to work performance roomcare head nurses, but it being defended because of substantive importance to influence work performance of roomcare headnurse. According to the result of this study, it is recommended to give more attention to improve senior leadership, governance and social responsibility to improve work performance of roomcare head nurses, such as: (1) To maintance ability, skill and behaviour of roomcare headnurses (2) To create regulation to support improvement senior leadership capacity, governance and social responsibility with opportunity to improve knowledge (3) To give suggestion for election roomcare head nurses must have leadership capacity (ability, skill and behaviour), governance and social responsibility from the candidate.Key word : senior leadership, governance, social responsibility, work performance, nurse

A study on the relationship between project management competency, job performance and job motivation in e-commerce industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yiching Lin
Keyword(s):  
Project Management ◽  
Job Performance ◽  
Work Performance ◽  
Positive Influence ◽  
Content Type ◽  
Job Motivation ◽  
Study Results ◽  
Project Management Competency ◽  
The Relationship ◽  
Management Competency

Purpose This study aims to investigate the relationship between project management competency, job motivation and performance in people engaged in electronic commerce (e-commerce). A questionnaire was developed for e-commerce workers in various professional aspects including business strategy planning, content management and design, sales services, marketing business sales, host settings, analysis and management. A total of 299 valid questionnaires were retrieved. Multiple regression analysis was applied to the testing and analysis on important competences for project management and the factors influencing job performance. Design/methodology/approach In this study, the related indexes are measured mainly through appropriate questionnaire design and the questionnaires were mainly distributed among employees and managers of the e-commerce enterprises. Tables 5–1 provide the personal profiles of the e-commerce personnel. A total of 350 questionnaires were distributed and 320 questionnaires were returned. After the 320 questionnaires were sorted and categorized, 21 incompletely-filled and invalid questionnaires were excluded, for a total of 299 valid questionnaires that were returned. Based on the quantitative data obtained from the returned valid questionnaires, files were created and statistical analyzes were conducted by the computerized statistical software statistical product and service solutions 21. According to the research question and nature of this study, the present study mainly adopted statistical methods, including descriptive statistical analysis, reliability analysis, Pearson’s correlation analysis and regression analysis. Findings The results suggested that the project management competency of those engaged in e-commerce had a positive influence on their work performance. The capabilities in the management of integration, scope and procurement were significantly important factors identified in this study. In addition, the internal and external motivations of those engaged in e-commerce had a positive influence on work performance, and thus, facilitated their influence on the project management competency. The results and statistical analysis could be a reference in e-commerce-related business management and serve as the basis for evaluation of the training of project management competencies for those engaged in e-commerce and further improvements of human capitals and corporate competitive advantages. Originality/value This study used literature on project management competence and job performance as a foundation; previous studies argue that project management competence has a positive correlation with job performance. Empirical results reveal that among the e-commerce personnel, most dimensions of project management competence are significantly correlated with job performance. This study reveals that stakeholder management competence, the newly introduced 10th dimension of project management competence, is also significantly correlated with job performance. Therefore, study results reveal that project management competence has a significant positive correlation with job performance. In this study, the two constructs of internal motivation and external motivation in job motivation are introduced for use as disturbing factors. Empirical results reveal that internal motivation and external motivation have a significant positive disturbing effect with respect to the influence of cost management competence and human resource management competence on job performance. Hackman and Oldham (1975) contend that the jobs calling for a variety of skills can boost the job motivation of employees. Study results reveal that job motivation is of great importance to the influence of project management competence on job performance and can be used as the basis for improving job performance.

Using bonus and awards for motivating project employees

2016 ◽  
Vol 24 (7) ◽  
pp. 4-7 ◽  
Author(s):  
Chuck C.H. Law
Keyword(s):  
Project Management ◽  
Work Performance ◽  
Life Experience ◽  
Employee Performance ◽  
Human Resources Management ◽  
Real Life ◽  
International Assignments ◽  
Host Countries ◽  
Content Type ◽  
Life Project

Purpose This paper aims to discuss the appropriate uses of bonuses and award in recruiting and motivating project employees. Design/methodology/approach It is a conceptual discussion of human resources management (HRM) practices, supported by the author’s professional experience and observations in real-life project settings. Findings Bonuses and awards not only provide extrinsic financial rewards but also provide positive feedback to recipients. Extrinsic financial benefits (such as sign-on bonus, and retention bonus) may enhance the total compensation package and positively affect an employee’s job-related decision at least for the short term. He/she may accept a job offer or choose to stay on a project longer until the completion of a critical milestone because of the bonuses. However, positive recognition of employee performance (through the use of spot award, holiday award, or non-financial certificate of appreciation) is also a useful means to motivate employees. In addition, managers on international assignments need to pay attention to practices specific to host countries. Practical implications The practices discussed in this paper are based on real-life experience and observations. When they are used properly in conjunction with other HRM arrangements, bonuses and awards can be used to mitigate and delay turnover, and to motivate employees to increase their work performance. Originality/value This paper not only draws on theories and information from the HRM and project management literature but also draws from the author’s own management experience. Thus, the relevance and validity of the proposed concepts and practices have been proven in actual functional and project management settings.

scholarly journals The Department of Construction Economics, University of Pretoria, South Africa

2021 ◽  
Vol 2 (2) ◽  
pp. 33-38
Author(s):  
Vinette Mbatha ◽  
Soso Monyane
Keyword(s):  
Project Management ◽  
Work Performance ◽  
Construction Project ◽  
Project Manager ◽  
Construction Project Management ◽  
Administrative Functions ◽  
Activity Intensity ◽  
University Of Pretoria ◽  
Project Costs ◽  
System Components

The aim of this article is to discuss construction project management, including project formation and characteristics. Due to the project's several phases and levels, it's critical that all project participants, especially the project manager, have the necessary skills and expertise to ensure that the product or service delivered achieves standards. Project management expertise refers to the capacity to schedule a project. As a result, project management is the process of executing a project leveraging expertise, knowledge, methodologies, and techniques in order to meet the interests of all parties concerned. a procedure for performing administrative functions such as planning, initiating, and executing. Where it performs efficiently in each of these project elements, effectively and successfully using sufficient resources to achieve the project's goals. A project's features include time, results, phases of various operations, activity intensity, and basic project parameters. In order to strike the optimal compromise of project costs, work performance, and execution time, a construction project requires planning, scheduling, and oversight. In order to achieve the system's goals, system components in the form of elements or subsystems are coupled in a series to form a system of functions and efficacy.

Social Desirability in Personality Inventories

2014 ◽  
Vol 35 (3) ◽  
pp. 144-157 ◽  
Author(s):  
Martin Bäckström ◽  
Fredrik Björklund
Keyword(s):  
Social Desirability ◽  
Big Five ◽  
Work Performance ◽  
Factor Model ◽  
Five Factor Model ◽  
Peer Ratings ◽  
Personality Inventories ◽  
Model Study ◽  
The Difference ◽  
New Variables

The difference between evaluatively loaded and evaluatively neutralized five-factor inventory items was used to create new variables, one for each factor in the five-factor model. Study 1 showed that these variables can be represented in terms of a general evaluative factor which is related to social desirability measures and indicated that the factor may equally well be represented as separate from the Big Five as superordinate to them. Study 2 revealed an evaluative factor in self-ratings and peer ratings of the Big Five, but the evaluative factor in self-reports did not correlate with such a factor in ratings by peers. In Study 3 the evaluative factor contributed above the Big Five in predicting work performance, indicating a substance component. The results are discussed in relation to measurement issues and self-serving biases.

The Relation Between Financial Incentives, Motivation, and Performance

2017 ◽  
Vol 16 (2) ◽  
pp. 61-76 ◽  
Author(s):  
Anaïs Thibault Landry ◽  
Marylène Gagné ◽  
Jacques Forest ◽  
Sylvie Guerrero ◽  
Michel Séguin ◽  
...  
Keyword(s):  
Financial Incentives ◽  
Work Performance ◽  
Autonomous Motivation ◽  
Compensation Plans ◽  
Work Settings ◽  
Path Analyses ◽  
Three Samples ◽  
And Performance ◽  
Performance Results

Abstract. To this day, researchers are debating the adequacy of using financial incentives to bolster performance in work settings. Our goal was to contribute to current understanding by considering the moderating role of distributive justice in the relation between financial incentives, motivation, and performance. Based on self-determination theory, we hypothesized that when bonuses are fairly distributed, using financial incentives makes employees feel more competent and autonomous, which in turn fosters greater autonomous motivation and lower controlled motivation, and better work performance. Results from path analyses in three samples supported our hypotheses, suggesting that the effect of financial incentives is contextual, and that compensation plans using financial incentives and bonuses can be effective when properly managed.

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