scholarly journals Smallholder family farmers’ perceptions, attitudes and choices regarding husbandry practices that influence performance and welfare of lactating dairy calves

2017 ◽  
Vol 47 (11) ◽  
Author(s):  
Vilmar Fruscalso ◽  
Gabriela Olmos Antillón ◽  
Maria José Hötzel
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Technical Assistance ◽  
Northern Region ◽  
Dairy Calf ◽  
Family Commitment ◽  
Perceptions And Attitudes ◽  
Husbandry Practices ◽  
And Performance ◽  
South Of Brazil

ABSTRACT: This study aimed to describe the management practices used in dairy farms in the south of Brazil, and to understand farmers’ perceptions and attitudes regarding these practices. Farms (n=135) located in all 32 of the municipalities in the northern region of Rio Grande do Sul (Alto Uruguai Gaúcho), Brazil were characterized regarding all calf management practices during a farm visit where farms were inspected and farmers interviewed. In a second visit, 25 in depth interviews were done to understand farmers’ attitudes and perceptions towards these practices and potential influence on calves’ welfare and performance. Management of lactating calves was perceived by most of the interviewees as of marginal importance for dairy activity. In general farmers did not perceive animal welfare as relevant, and most chose management practices mainly based on practical, productive and economic factors. These conclusions are consistent with management practices used by farmers, many of which represent risk factors for low calves’ survival, growth and welfare. Seven factors (self-responsibility, economic ambition, technical assistance, family succession, urban experiences, specialization and family commitment) appeared to influence farmers’ perceptions, attitudes and choices regarding husbandry practices that affect the welfare and performance of calves, which may be considered when designing programs aiming to improve dairy calf management.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

The Role of Performance Management Practices on Organizational Performance

2016 ◽  
pp. 1635-1658
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

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.

Performance management, budgeting, and legitimacy‐based change in educational organisations

2009 ◽  
Vol 5 (2) ◽  
pp. 168-196 ◽  
Author(s):  
Carolyn Fowler
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Primary Education ◽  
Management Practices ◽  
Policy Implications ◽  
Content Type ◽  
Reporting Practices ◽  
Study Approach ◽  
And Performance ◽  
And Control

PurposeThe purpose of this paper is to document the types of and any changes in the budgeting and performance management practices of New Zealand primary educational organisations and explain why they occurred using an institutional theory framework. In doing so, it will provide an understanding of past budgeting and performance measurement and reporting practice, as well as consider the policy implications for the contemporary public‐provided primary education system.Design/methodology/approachThe paper uses a historical archival‐based case study approach.FindingsThe historical evidence suggests that from 1844 until 1859 budgeting and performance management practices in educational organisations changed as the provision and control of education moved from not‐for‐profit community‐based organisations to become a predominantly public function. The budgeting, inspection and performance management practices and changes observed in the primary education providers were directly related to their need to obtain legitimacy and procure resources.Practical implicationsThe detailed information regarding historical budgeting and performance management practices provides rich background material for researchers as well as suggesting that split responsibility and control between the community and government for education creates a tension between the two controlling bodies.Originality/valueThis paper is the first study of internal accounting and performance reporting practices in a mid‐nineteenth century New Zealand education context.

scholarly journals EFFECTS OF AUTHORITARIAN AND ETHICAL LEADERSHIP ON EMPLOYEE PERFORMANCE: MEDIATING ROLE OF EMPLOYEE COMPETENCIES AND PERFORMANCE MANAGEMENT PRACTICES IN ZIMBABWEAN BANKS

2020 ◽  
Vol 1 (12) ◽  
pp. 143
Author(s):  
Stewart Musarapasi ◽  
Zanete Garanti
Keyword(s):  
Performance Management ◽  
Ethical Leadership ◽  
Management Practices ◽  
Employee Performance ◽  
Data Gathering ◽  
Capital City ◽  
Authoritarian Leadership ◽  
Individual Variables ◽  
And Performance ◽  
Employee Competencies

The purpose and objective of this paper is to identify the effects from key selected independent variables namely Authoritarian Leadership (AL), Ethical Leadership (EL), towards a chosen dependent variable Employee Performance (EP). It also studies the mediating roles of two independents that is Employee Competencies (EC), and Performance Management Practices (PMP) when introduced to the model. A survey questionnaire for data gathering was used and issued to respondents that were bank employees on selected commercial banks located in Harare capital City of Zimbabwe, and total of 390 valid responses were gathered. SPSS version 24 was used to analyse the collected data on each variable through demographic, reliability tests, regression analysis, correlation and factor analysis during the validation process of the gathered data.  The data analysis outcome showed that all the identified variables were predictors and influential to employee performance, when analysed as individual variables. Management of companies are required to focus on mixing both the leadership element and the competency as a prerequisite practices and action towards achieving higher performance.

scholarly journals INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERFORMANCE OF HEALTH WORKERS IN KIAMBU COUNTY, KENYA

2021 ◽  
Vol 7 (2) ◽  
pp. 1-18
Author(s):  
Jacob Mutwiri ◽  
Eunice Mwangi ◽  
Osiyel Edwin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Health Workers ◽  
Unique Contribution ◽  
Improve Performance ◽  
Human Resource Management Practices ◽  
And Performance

Purpose: The general objective of the study was to establish the role of human resource management practices on the performance of health workers in Kiambu County, Kenya. Methodology: The study adopted cross sectional research design, using both descriptive quantitative and qualitative techniques. The study targeted managers and workers of four hospitals which were purposefully chosen. The data was collected by administering questionnaires to the respondents and conducting KII to the managers. The data was analyzed using SPSS V27. The data was presented using tables and charts to summarize responses. For further analysis and comparison, the generated quantitative reports were subjected through tabulations, percentages, measure of central tendencies, correlation coefficient, chi square test, and inferential statistics. Findings: The study reviewed that training opportunities and performance management practices improves staff motivation and performance (mean of 4.23, and 4.13). Planning (2.66) was biggest hindrances to utilizing training to improve performance. The managers were not well trained on using appraisals, ratings and feedback (2.06) for performance management. The institutions were not embracing performance culture (2.60), and using it for continuous improvement (1.82). Additionally, the study showed that hospitals did not carry out performance measurement regularly (2.81) and the systems for data collection were inadequate (2.43). Unique contribution to theory, practice and policy: The study showed that human resource management practices improve health workers performance. Institutions should formulate and review policies to support human resource management practices that improve performance of the health workers

scholarly journals How Do Human Resource Management Practices Predict Employee Turnover Intentions: An Empirical Survey of Teacher Training Colleges in Kenya

2018 ◽  
Vol 9 (4) ◽  
pp. 201
Author(s):  
Kyalo Abigail Manthi ◽  
James M. Kilika ◽  
Linda Kimencu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Turnover Intentions ◽  
Teacher Training Colleges ◽  
Human Resource Management Practices ◽  
Training Compensation ◽  
And Performance

This study sought to establish how Human Resource Management practices predict tutor turnover intentions in primary Teacher Training colleges (PTTCs) in Kenya. The objectives of the study were: to establish the influence of Training, Compensation, Career development and Performance management on tutor turnover intentions in PTTCs in Kenya. The scope of the study was the Nairobi Metropolitan region. Multi stage sampling was used to obtain a sample size of 152 respondents where the actual response rate was 74.3%. The findings of the study showed that training, compensation, career development and performance management were poorly practiced and that they significantly and negatively predict tutor turnover intentions in PTTCs as they collectively accounted for 28% variation in the experienced turnover intentions among the tutors. The findings raise both theoretical and practical implications for underpinning HRM practice, behavioral science theories and personnel administrative responsibilities to college principals respectively. The study calls on future research to consider the contingent effects of the tutors' demographic characteristics and the contextual factors surrounding HRM Practice in the Colleges.

scholarly journals PRAKTEK MANAJEMEN KINERJA DAN KINERJA ORGANISASI PADA UNIVERSITAS BATANGHARI: PERAN BUDAYA ORGANISASI SEBAGAI VARIABEL MODERATOR

2018 ◽  
Vol 3 (2) ◽  
pp. 137
Author(s):  
Jonner Simarmata
Keyword(s):  
Regression Analysis ◽  
Performance Management ◽  
Management Practices ◽  
Non Profit ◽  
Simple Regression Analysis ◽  
Working Performance ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

Many factors affect the relationship of management and performance both in the context of profit and non-profit organization. One of the factors is culture. Researches have shown that culture may mediate or moderate the relationship. This current research investigates the moderating role of culture on the relationship of performance management and working performance of lecturers of Batanghari University. For this, a survey was conducted by distributing a questionnaire to 36 respondents randomly selected. MRA (moderated regression analysis) was used to analyze the data. The simple regression analysis (before culture added) found that performance management practices have a significant effect on lecturer performance with 67.5% of determinant coefficient. MRA analysis (after culture added), the determinant coefficient becomes 69%, meaning there is an increase of 1.5%. F-test shows that Sig. = 0.000 is smaller than ? = 0.05, indicating that the increase is considered significant. From this analysis, it can be concluded that culture significantly moderates performance of lecturers. Then, it is suggested that culture need to be strengthened in order to improve the relationship of performance management practices and performance of lecturers.

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