scholarly journals Examination of Performance Management Targets in Case of an International Corporation’s Eastern Hungarian Operating Unit

2016 ◽  
Vol 26 (2) ◽  
pp. 23-37
Author(s):  
Zoltan Nemeth ◽  
Krisztina Dajnoki ◽  
David Suto ◽  
Veronika Fenyves
Keyword(s):  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Management System ◽  
Central Element ◽  
Individual Performance ◽  
Performance Management System ◽  
Economic Productivity ◽  
The Individual ◽  
Operating Unit

Abstract Nowadays, due to the social and economic changes, the human is already the main resource which determines the successfulness of corporations. The expertise in managing the human resources is a key factor of competitiveness therefore it has become a strategic question. Primary aim of the treatise is to outline the most important principles, targets and peculiarities of performance management system, which is a central element of human resource management, as well as its interconnectedness with the individual performance evaluation and human resource development through the mirror of one of today’s biggest Hungarian economic corporations. We aimed to explore, by means of document analysis as well as methods of case study and interview, how the targets of performance management are used for increasing the economic productivity, preserving the competitiveness, retaining and enhancing the satisfaction of workers. It can be stated that the PM system was continuously improved in case of the organization examined because the corporate goals and the expected performances were adjusted to the changing market demands over time but, at the same time the goal of differentiation has remained unchanged. Each worker evaluates his/her performance individually, the base of which is the extent of contribution to the corporate results. Based on the results, it can overall be stated that such a well-functioning performance management system is applied in the operating unit of the corporation examined which is strongly supported by the organizational culture and which contributes to the joint fulfilment of personal as well as organizational goals.

The boundaries of a performance management system between learning and control

2015 ◽  
Vol 19 (3) ◽  
pp. 7-21 ◽  
Author(s):  
Paolo Canonico ◽  
Ernesto De Nito ◽  
Vincenza Esposito ◽  
Marcello Martinez ◽  
Lorenzo Mercurio ◽  
...  
Keyword(s):  
Performance Management ◽  
Management System ◽  
Single Case ◽  
Individual Performance ◽  
Specific Reference ◽  
Performance Management System ◽  
Content Type ◽  
And Control ◽  
A Performance

Purpose – This paper aims to consider how and to what extent it is possible to interpret a performance management system (PMS) as a typical control mechanism or in a more innovative way as a learning tool. PMSs are typically used for planning and coordination purposes. However, they may also be used as an opportunity to foster learning inside the organization. Design/methodology/approach – The empirical analysis was carried out during January-May 2014. A single case study was developed, in the first phase, through document analysis and semi-structured interviews with three top managers, to investigate the purpose and rationale of the design of the PMS. The investigation then continued with non-participant observation. Findings – The picture shows the dominance of “command and control” thinking, based on a cybernetic control system connected to targets and linking the achievement of these targets to individual performance. Practical implications – This paper helps to contextualize reflections on PMSs and potential learning outcomes in knowledge organizations, with specific reference to the airport industry. Originality/value – This paper contributes to the extant debate on the relationship between PMSs and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other authors, relying on a contingent approach, have instead put forward the need of a more comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as of the interdependencies among their components. In the case study under scrutiny in this paper, adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead to any major changes.

scholarly journals E=MC2: The New Performance Management System in Telecommunication Industry

2018 ◽  
Vol 5 (2) ◽  
Author(s):  
Anant Deogaonkar ◽  
Bijal Zaveri
Keyword(s):  
Literature Review ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Professional Growth ◽  
Management System ◽  
Telecommunication Industry ◽  
Performance Management System ◽  
Internal Customers ◽  
Research Gap

The Human Resource Management has increased in complexity in present state of cut throat competition. If people are valued they add value to the organisation. Employees are internal customers and their personal and professional growth needs to be aligned with the organisational growth. Satisfaction of these internal customers reflects on the success of any organisation. The organisation provides a tool for development of people by way of rewards and awards for excellence in performance. Perform or perish is the tag line today for any organisation which underlines the importance of Performance management. In vie of this, this paper focuses on understanding of the employee perception about performance management system in telecommunication industry with the help of literature review to identify research gap. Based on the review, innovative conceptual model of performance management system is recommended. Telecommunication Industry is the most dynamic industry in terms of technological upgrades and telecommunication products have become inevitable for day to day life.

scholarly journals A Study of Performance Management System as a Strategic Tool of HRM

2020 ◽  
Vol 3 (10) ◽  
pp. 155-157
Author(s):  
Ashwini Walhekar ◽  
Anita Khatke
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Management System ◽  
High Performance ◽  
Performance Management System ◽  
Traditional Role ◽  
High Performer ◽  
Effective Performance ◽  
And Performance ◽  
New System

In present hard-hitting competition, one of the strategies to be a successful organization is to get right candidates for every available position in the organization and retain the good employees to have better and highly motivated workforce. So what actually needed for an organization and managers is to attract, retain and motivate a talented workforce? It is proven fact that all high performance organizations whether public or private are and must be focus on developing and adopting effective performance measurement and performance management system; because it is only with the help of these systems organization can remain high performer. Now-a-days, in any industry whether small or big, human resource management not just plays traditional role but they are using various strategical tools of HRM to evaluate its employees’ performance and manage it accurately with a new system in the field of HRM known as Performance Management System (PMS). PMS helps the organization in aligning individual’s goal and objectives with organizational objectives. This paper deals with how PMS can be utilized for taking various strategic HR decisions and the effectiveness of PMS. The result of the study shows that a performance management system acts as a strategic tool and a powerful foundation for the employees to achieve their ambitions and organizations to achieve their key financial goals.

scholarly journals Investment Perspectives in Human Resources Management and Its Contribution on Organizational Performance and Competitive Advantages

2021 ◽  
Vol 4 (1) ◽  
pp. 1-13
Author(s):  
Mohammad Roziq ◽  
Harry Putri Reawaroe ◽  
Achmad Imron Rosyidi
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Organizational Performance ◽  
Performance Management ◽  
Human Resource ◽  
Balanced Scorecard ◽  
Management System ◽  
Performance Management System ◽  
Competitive Advantages ◽  
Strategic Performance

Abstract The dynamics of business environment signed by the volatility, uncertainty, complexity and ambiguity (VUCA) is urging organizations to rethink and redefine their business strategies and the source of their performance and competitive advantage. Human resources (human capital) hold the most important role in achieving organizational goals through the alignment of human capital investment and the organizational strategy. This article investigates on how the organization manage and align the investment in human resources (human capital) with the strategy of the organization and does investment in human capital have impact to the organizational performance and contribute to the creating value and competitive advantages of the organization. Based on the literature reviews and previous researches, we found that the alignment of investment in human resource (human capital) and organizational strategy is mediated by strategic performance management system namely Balanced Scorecard. The investment in human resources (human capital) has positive impact on organizational performance. Finally, The investment in human resources (human capital) has positive contribution to value creation and competitive advantages of the organizations.     Key Words:    Investment Perspective in Human Resource Management (Human Capital); Strategic Performance Management System – Balanced Scorecard; Organizational Performance; and Competitive Advantages

scholarly journals Redefining Performance Evaluation: General Electric, Deloitte and Adobe

2020 ◽  
pp. 1-5
Author(s):  
Milan Jacob Sam
Keyword(s):  
Performance Evaluation ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management System ◽  
Performance Management System ◽  
Traditional System ◽  
Performance Reviews

Performance Management System (PMS) is often used by managers to align the goals of the organization to the goals of their employees, and ensure productivity and efficiency. PMS has always been a crucial function of human resource management. However recent studies have shown that in the long term, the traditional system of performance management damages morale, motivation, teamwork, and stunts creativity and contribution. As a result, companies are doing away with the old ways of performance reviews and are opting for more flexible and efficient processes. This study aims at understanding the deficiencies in the old system and the reasons for adopting more relevant and upcoming trends in the field of performance management.

scholarly journals Perceptions of Software Professionals regarding Performance Management Processes: An Exploratory Study

2013 ◽  
Vol 38 (2) ◽  
pp. 39-60 ◽  
Author(s):  
Anupriya Singh
Keyword(s):  
Performance Management ◽  
Management System ◽  
Interactional Justice ◽  
Employee Participation ◽  
Stepwise Multiple Regression ◽  
Performance Management System ◽  
Management Process ◽  
Software Professionals ◽  
The Individual ◽  
System Knowledge

Performance management has been considered as a critical tool aimed at strategically managing the contribution of human resources. As opposed to mere appraisal of performance, performance management as a process has a more holistic orientation which aims to define, facilitate, measure, and constantly improve performance at the individual, team, and organizational levels. The primary purpose of this study was to understand the perceptions of software professionals regarding certain performance management process dimensions (viz., performance planning, feedback, and employee participation in the process); system knowledge and justice dimensions (viz., procedural, distributive and interactional justice with respect to the performance management system) and their potential inter-relationship. The study was carried out on a sample of 341 software professionals in four software firms in the NCR region. Three survey instruments, i.e., perception of performance management process dimensions questionnaire, perceived system knowledge questionnaire, and perception of organizational justice dimensions questionnaire, were designed and used for the study. Results revealed that: Software professionals of all the four organizations were fairly satisfied with performance planning and their participation in performance management process; but only moderately satisfied with feedback. Perceived system knowledge of the software professionals was moderate. They perceived the performance management systems to be interactionally just to a large extent, but pointed towards a need for improvement on procedural and distributive dimensions. Significant positive correlation was seen between justice dimensions, performance management process dimensions, and perceived system knowledge. Inter-correlations within performance management process dimensions and justice dimensions were also positive and significant. Stepwise multiple regression analysis suggested feedback as the most significant predictor that explained maximum variance in each of the justice dimensions, viz., procedural, distributive, and interactional justice. The other two predictors were perceived system knowledge and employee participation in performance management process. Findings of this research have significant implications for HR practitioners. Feedback, perceived system knowledge and their participation in performance management process were found to be significant variables influencing their perceptions regarding fairness of the system and hence, may need specific attention especially in the software industry context. Strong inter-relationship was found amongst all dimensions relating to performance management process; perceived system knowledge, and justice dimensions pointing towards the significance of an integrated and systemic approach towards the process and have significant implications for improving the overall design, implementation, and outcomes of the performance management system.

scholarly journals Performance Management KPP Pratama Jakarta Tamansari Dua Based on Balanced Scorecard (BSC)

2017 ◽  
Vol 4 (2) ◽  
pp. 87
Author(s):  
Hendi Aldrianto ◽  
Hady Efendy
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Balanced Scorecard ◽  
Management System ◽  
Research Method ◽  
Performance Management System ◽  
Effective Management ◽  
Efficient Performance

This research is conducted based on the success of achieving goals in companies that require effective management system, efficient and have the competitiveness in managing human resources owned. Through a good performance management system, the company can manage the performance of human resources owned so that it can work optimally and can achieve company goals. The effort of tax office (KPP) Pratama Jakarta Tamansari Dua in order to create effective and efficient performance management, which has competitiveness so that it can support productivity through applying a balanced scorecard (BSC) based performance management system. The purpose of this research is to explain the implementation of performance management system based on balanced scorecard in KPP Pratama Jakarta, and to analyze and explain the supporting factors and inhibiting the implementation of performance management system based on balanced scorecard in KPP Pratama Jakarta Tamansari Dua. The research method used in this research is descriptive qualitative. The results of this study indicate that the implementation of performance management system based on balanced scorecard in KPP Pratama Jakarta Tamansari Dua included in the management pattern of Human Resource Management Based Balanced Scorecard (HRMBSC).

scholarly journals Improving Performance Management System of Human Resource Aspect in Health Drink Industry Startup

2020 ◽  
Vol 5 (8) ◽  
pp. 85-95
Author(s):  
Jihan Amirah Rafidah ◽  
Emilia Fitriana Dewi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management System ◽  
Swot Analysis ◽  
Performance Management System ◽  
A Company ◽  
Main Material

In a company, Human Resource Management is important in order to make sure the quality of people in the company are in the best state. Human Resource Management is focusing on how to recruit and develop the best people, that’s why there are many different tools and systems that can be used in order to achieve the goal. Moringa Culinary is a new company in the health drink industry that sells  variant beverages from moringa leaves as the main material. In Moringa Company, Human Resource Management is still an unfamiliar term, and by looking at the data of the company, it is shown that Moringa Culinary still doesn’t have an established system about performance management that causes the percentage of company’s target achievement from September 2019 to March 2020 is unstable. Hence, the researcher made this study to analyse the best performance management system that can be implemented in Moringa Culinary. This research was conducted using qualitative methods by interviewing similar businesses in the same industry to know about the current applied management system in the company and to compare the effectiveness between one and another. The researcher will also use SWOT analysis to evaluate the internal condition in Moringa Culinary. The most suitable performance management system for Moringa Culinary in order for Moringa Culinary to be able to achieve all the company’s target can be revealed in the result of this study.

scholarly journals Challenges in Performance Management System (PMS) in Indian Power Companies using Interpretive Structural Modelling(ISM) approach

2016 ◽  
Vol 2 (2) ◽  
Author(s):  
Prem Prakash Akhauri
Keyword(s):  
Performance Management ◽  
Management System ◽  
Balance Sheet ◽  
Individual Performance ◽  
Organizational Level ◽  
Performance Management System ◽  
Power Sector ◽  
Private Power ◽  
Generation Capacity ◽  
The Relationship

Competition in the Power sector has heightened the business challenges primarily need for developing and operating power project with focus on organizational and individual performance. Post 2003 Electricity Act, power sector witnessed growing competition with entry of many private players. Today the share of private power companies in the overall power generation capacity is more than the generation of government controlled companies. However, the sector is experiencing difficulties due to slow pace of reforms and implementation bottlenecks. The balance sheet of most of the power companies is stressed with huge debt pileup and dwindling profitability and very few being able to remain EBIDTA positive leave aside posting PAT. Organizational level performance goals can be met with robust performance management system (PMS) in place. The reality is that though most of the companies in the power sector have PMS, but the rigour and serious implementation for driving their business is surely a challenge. The paper attempts to identify the key challenges and examine the relationship between them .The data has been collected through structured questionnaire and interview with Business and HR Heads of Indian Power Companies and key challenges which are identified are analysed using the Interpretive Structured Modelling (ISM) resulting in a model for explaining the relationship between them. The result reveals the challenges faced by PMS in Indian power companies and the relationship between them. The model will assist the companies to decide the priority of the identified challenges for suitable remedial measures.

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