Productivity measurement and evaluation models with application to a military Ramp;D organisation

2005 ◽  
Vol 32 (3/4) ◽  
pp. 408 ◽  
Author(s):  
Don Oh Choi ◽  
Ji Soo Kim
2021 ◽  
Vol 2 (1) ◽  
pp. 29-53
Author(s):  
Pankaj M. Madhani

Many service companies believe that there is a trade-off between investing in employees and offering the lowest prices. They offer few benefits, no career paths, and, hence, are considered as bad jobs. Conventional wisdom holds that bad jobs are the unavoidable price of low-cost service. However, this research emphasizes that investing in people and processes actually can boost customer experience and decrease costs. The good jobs strategy is a model for investing and empowering front-line employees in service industries and revamping operations to support those employees. The good jobs strategy is an approach to improving productivity and customer satisfaction in service industries. This research works in this direction and develops various frameworks for smooth deployment of the good jobs strategy. The research also formulates financial measurement and evaluation models for calculating benefits of the good jobs strategy and provides diverse illustrations of its successful deployment.


2019 ◽  
Vol 11 (3) ◽  
pp. 168781401982959
Author(s):  
Ciyun Lin ◽  
Xiangyu Zhou ◽  
Bowen Gong

This study proposes trusted measurement and evaluation models for intelligent transportation system products to provide technological means for the transport sector and government departments to detect the compliance and availability of intelligent transportation system products and consider the market access of intelligent transportation system products. Then, this study builds a trusted testing platform based on a hardware-in-loop system to test and validate trusted measurement and evaluation models of intelligent transportation system products. Finally, a traffic signal controller is tested and validated in the platform in different operation environments. The result shows that the trusted measurement model can accurately measure the trusted status in normal and non-normal operation conditions, and the trusted evaluation model can dynamically calculate the intelligent transportation system product’s trusted attributes, namely, the trusted evaluation values and comprehensive trusted evaluation values of the intelligent transportation system product, as the intelligent transportation system product’s operation environment changes.


1984 ◽  
Vol 3 (3) ◽  
pp. 265-287 ◽  
Author(s):  
D. Scott Sink ◽  
Thomas C. Tuttle ◽  
Sandra J. Devries

2012 ◽  
Vol 209-211 ◽  
pp. 1496-1499 ◽  
Author(s):  
Yu Ping Sun ◽  
Neng Zhu ◽  
Zhe Tian

The productivity in extreme hot environment is not only influenced by the complexity of the task and the technical proficiency of the workers, but also closely related to the heat stress caused by the hot environment. In this study, three methods of productivity measurement were introduced, mainly referred to their applications and limitations. The method of using thermal sensation vote was based on the subjective feelings, and its application was convenient. The method of using wet-bulb globe temperature was based on the environment parameters and working time. It can be applied to a wide range of high temperature. While the method of using predicted mean vote had more comprehensive considerations of environment parameters and thermal sensation, but the complexity measurement of the environment parameters limited the usefulness of this method. Different from the three methods, this study proposed the physiological stress index to be the argument in the calculation of productivity. The physiological stress index combines both the environmental intensity and labor intensity. It reflects physiological conditions of the workers directly and has the potential to predict the productivity online.


2017 ◽  
Vol 12 (2) ◽  
pp. 92
Author(s):  
Meryem Aybas ◽  
Cavide Uyargil

There has been a great increase of interest by the academics and practitioners in the studies on teamwork and evaluation of team performance in the recent years. Yet there are still some gaps in the related literature especially in team performance evaluation models and approaches. Such models focusing only on individuals as a measurement unit have been criticized because they foster individual competition and harm the team spirit. On the other hand, the models over emphasizing the teams as a measurement unit have been accepted as ignoring the individual performance and recognition and not preventing the social-loafing. It was also noticed that in the literature inter-team performance measurement and evaluation processes have been as well ignored. This study aims at a) reviewing the previous studies on team performance evaluation, b) identifying some integration gaps in current team performance models, c) developing a conceptual model and d) formulating some propositions for the researchers who want to make further studies in this topic. This paper is based on critical review of previous empirical and theoretical team performance measurement literature and it is tried to develop a conceptual model to produce new insights of indicators affecting team performance measurement and evaluation. The study tries to extend the previous work on team performance evaluation models by developing an “integrated” model with some new variables. At the end of the study nine hypothetical propositions were developed. The model intends to suggest some new views related with the team performance’s place in the system of organizational performance.


2009 ◽  
Vol 8 (1) ◽  
pp. 24-34 ◽  
Author(s):  
Colin Roth ◽  
Klaus Moser

Zusammenfassung. Die Studie berichtet über den Einsatz von ProMES (Productivity Measurement and Enhancement System) in einer Abteilung eines internationalen Marktforschungsunternehmens, die wissensintensive Dienstleistungen zu erbringen hat. In der ersten Feedbackphase der zweieinhalbjährigen Studie, die extern moderiert wurde, konnte ein starker positiver Leistungseffekt von d = 1.7 gemessen werden. Zusätzlich wurden die Produktivitätsdaten nach Rückzug des Moderators untersucht. Während der intern gesteuerten Feedbackphase von acht Monaten steigerte sich die Produktivität erneut um d = 2.8. Zudem wurde die Veränderung des Teamklimas untersucht. Während sich aufgabenbezogene Aspekte des Teamklimas positiv entwickelten, bewegten sich personenbezogene Aspekte nicht über ein mittleres Niveau hinaus.


1989 ◽  
Vol 34 (4) ◽  
pp. 411-411
Author(s):  
No authorship indicated

Sign in / Sign up

Export Citation Format

Share Document