scholarly journals Expatriate Performance Appraisal Management: The Use Of A 360-Degree Feedback At Nokia Telecommunications

2011 ◽  
Vol 5 (1) ◽  
pp. 45 ◽  
Author(s):  
Bahaudin G. Mujtaba ◽  
Hallie Fisher ◽  
Anne-Sophie Friis ◽  
Nadine Johnson ◽  
Leah Kirkwood ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporation ◽  
Focal Point ◽  
Management Tool ◽  
Management Systems ◽  
Performance Management System ◽  
Continuous Training ◽  
Extensive Experience ◽  
Performance Management Systems

Performance management systems are now being used as a comprehensive human resource management tool to evaluate the performance of employees through objective setting, performance appraisal and feedback, continuous training, and career development. The focal point of this article is Nokia Telecommunications, a multinational corporation with extensive experience in sending and receiving people on foreign assignments. The paper discusses performance management systems with a focus on appraisals for expatriates. Given performance appraisal challenges for expatriates, an overview assessment (using Nokia) is offered, a problem is highlighted, and a solution is presented. From the analysis and findings, an alternative performance management system of appraisals is recommended for implementation with Nokia employees working abroad and other expatriates.

In Search of the Holy Grail: Lessons in Performance Management

1993 ◽  
Vol 22 (4) ◽  
pp. 649-668 ◽  
Author(s):  
Brigitte W. Schay
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Pay For Performance ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
The Third ◽  
Perfect Performance ◽  
Office Of Personnel Management ◽  
The U.S

This article discusses the federal government's search for the perfect performance management system and recommends flexible approaches that focus more on feedback than evaluation. Results are presented from three alternative performance management systems tested in govemmentwide demonstration projects (China Lake, NIST, and Pacer Share), authorized by the U.S. Office of Personnel Management. Two different pay-for-performance systems were found to be effective, while the third system tested under Pacer Share, which eliminated performance appraisal consistent with Deming's TQM philosophy, produced some undesirable results.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

The Past, Present, and Future of Performance Management

2020 ◽  
pp. 318-342
Author(s):  
Kevin R. Murphy
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Case Studies ◽  
Management Systems ◽  
Organizational Strategies ◽  
Research Strategies ◽  
Performance Management Systems ◽  
Trade Offs ◽  
Appraisal Systems ◽  
Traditional Performance

Performance management developed out of, and in part in reaction to, traditional performance appraisal systems. Despite frequent claims in the business press that performance appraisal is dying, fairly traditional appraisal systems are still common in work organizations. However, there is evidence of an ongoing shift toward performance management systems that differ from traditional performance appraisal systems in several important ways. The types of performance management systems exemplified in the case studies included in this volume place more emphasis on frequent, informal evaluation; real-time feedback; and alignment with organizational strategies and goals than is common in traditional appraisal systems. These types of performance management systems have a lot to offer, and the case studies illustrate the potential advantage of modern approaches to performance management. Unfortunately, these case studies also exemplify a deeply worrying trend in performance management: a frequent failure to even ask whether (much less to demonstrate that) performance management has any real effect on performance or effectiveness. Some recommendations are made regarding research strategies for evaluating performance management; several of the most pressing challenges in this endeavor are identified, notably the problematic status of feedback and the trade-offs involved when moving from formal appraisal systems to systems built around informal feedback.

An Extended Framework for Development of a National Logistics Performance Management System

2019 ◽  
Vol 9 (3) ◽  
pp. 48-61
Author(s):  
Dilay Çelebi
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Systems ◽  
Limited Attention ◽  
Performance Management System ◽  
Systematic Analysis ◽  
Performance Management Systems ◽  
Logistics Systems ◽  
Efficient Performance ◽  
Key Aspects

Due to the rapid and increasing integration of national markets, more and more countries are adopting some form of a logistics development policy. Even though a key aspect of success in logistics systems improvement is an efficient performance management system, a systematic analysis of national logistics performance management systems has attracted limited attention in academic literature. In this article, the author constructs a conceptual framework model which focuses on a holistic and integrated model of national logistics performance management. The intention is to provide a tool which enables the correct deployment of national strategies to logistics policies and to present a template to help describing the key aspects of design and operation of national logistics performance management systems.

Lessons from mandated implementation of a performance management system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jean-Sebastien Marchand ◽  
Mylaine Breton ◽  
Olivier Saulpic ◽  
Élizabeth Côté-Boileau
Keyword(s):  
Performance Management ◽  
Management System ◽  
Large Scale ◽  
Management Systems ◽  
Public Healthcare ◽  
Performance Management System ◽  
Management Tools ◽  
Content Type ◽  
Performance Management Systems ◽  
Organisational Context

PurposeLean-inspired approaches and performance management systems are being implemented in public healthcare organisations internationally. However, the literature is inconclusive regarding the benefits of these management tools and there is a lack of knowledge regarding processes for large-scale implementation of these tools. This article aims to describe the implementation process and to better understand how this process influences the mandated performance management system.Design/methodology/approachThis research is based on a comparative case study of three healthcare organisations in Canada. Data consist documents, non-participant observation and semi-structured interviews with key actors (n = 30). Analysis is based on a sociotechnical approach to management tools that considers organisational context, and the tool's technical substrate, theory of action and managerial philosophy.FindingsResults show that despite a standardised national mandate, the tool as implemented varied between organisations in terms of technical substrate and managerial philosophy. These variations are explained by the flexibility of the technical substrate, the lack of clarity of the managerial philosophy, and some contextual elements. Successful implementation may rest upon high hybridization of the tool on these different dimensions. A precise and prescribed technical substrate is not sufficient to guarantee implementation of a managerial philosophy.Practical implicationsMandated implementation of management tools may be more successful if it is explicit on the managerial philosophy, the technical substrate and the link between the two, and if it provides some leeway to adapt both to the organisational context.Originality/valueThis is one of the few studies to describe and analyse the process involved in mandated large-scale implementation of performance management systems in public healthcare organisations.

The Delco Performance Management System

1985 ◽  
Vol 38 (3) ◽  
pp. 413-422
Author(s):  
P. Moore ◽  
D. M. Page
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Systems ◽  
Performance Management System ◽  
Nineteen Seventies ◽  
Performance Management Systems ◽  
Advisory Systems ◽  
New Generation

Since the early nineteen-seventies, when the price of fuel went up so dramatically, airlines have been seeking methods of saving fuel. Climb, cruise and descent speeds were refined to give the most economical operation. Advisory systems came on the market, but these did little more than give crews information which could be obtained from operations manuals. Then equipment such as performance management systems (PMS) and flight management systems (FMS) was produced. The potential of these systems can be measured by the number of airlines who have purchased the equipment, and also by the fact that most of the new generation of aircraft are being built with PMS as part of the standard aeroplane.

An SK BARS System: Ongoing Performance Management With Municipal Police

2017 ◽  
Vol 47 (1) ◽  
pp. 93-114 ◽  
Author(s):  
Michael A. Gillespie ◽  
Jennifer Z. Gillespie ◽  
Katherine A. Sliter ◽  
Mahyulee C. Colatat ◽  
Kevin P. Nolan ◽  
...  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Rating Scales ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
The Public ◽  
Current Article ◽  
Municipal Police ◽  
Traditional Performance

We present a possible solution to two seemingly paradoxical issues: (a) widespread dissatisfaction with performance management and (b) increased demand for accountability in the public sector. The current article draws from our experience with a municipal police division to clarify and extend Smith and Kendall’s Behaviorally Anchored Rating Scales process to an ongoing performance management system. The resulting system holds promise for being less perfunctory and paternalistic than traditional performance management systems, while fostering transparency and accountability.

scholarly journals Integrated sustainable performance management systems: A case study on Italian benefit corporations

2020 ◽  
Vol 17 (2) ◽  
pp. 65-76 ◽  
Author(s):  
Giorgia Nigri ◽  
Mara Del Baldo ◽  
Armando Agulini
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Systems ◽  
Performance Management System ◽  
Structured Interviews ◽  
Performance Management Systems ◽  
Sustainable Performance ◽  
Benefit Corporation ◽  
Benefit Corporations ◽  
Development Goals

Today, to integrate sustainable development goals into business, an overall integrated sustainable performance management system — to implement and measure these global goals — is needed. In a short timeframe, the benefit impact assessment (BIA) — elaborated by B Lab, utilized by benefit corporations (a new and emerging hybrid type of prosocial business) and adopted by the United Nations — became the most comprehensive indicator to evaluate company practices against SDGs. Italy was the first sovereign country to insert the benefit corporation legislation after the US and analyze the effectiveness of the BIA. This prompted us to address our attention to the integration of benefit-driven indicators, adopted by Italian B Corps into their performance management systems, and to analyze if these indicators are used by managers to support internal decision-making. To achieve this goal, cross-sector semi-structured interviews were conducted in seven Italian certified benefit corporations. Relevant to both researchers and practitioners, our review provides a useful snapshot of how the BIA is developing as an assessment and how value-based organizations are moving toward an integrated sustainable performance management system.

scholarly journals Performance Management Practices: A Case Study of Bank Al-Habib Pakistan

2016 ◽  
Vol 6 (2) ◽  
pp. 196
Author(s):  
Ayesha Yaseen ◽  
Sehrish Afghan
Keyword(s):  
Performance Management ◽  
Performance Measures ◽  
Management System ◽  
Management Practices ◽  
Financial Institution ◽  
Secondary Data ◽  
Management Systems ◽  
Performance Management System ◽  
Quantitative Methodology ◽  
Performance Management Systems

Purpose: This paperexplores the relation betweenexercising different aspectof performance measures, connection to reward, and with the performance management systems (PMSs) effectiveness.It investigatesthe problems faced by the employees and appraiser in this system thus recommending the steps taken by the appraiser for the improvement of the employee’s performances in financial institutions.Methodology:  primary and secondary data was collected. Qualitative and quantitative methodology is used bysurvey questionnaire and interviewing random sample of 30 respondents from bank Al-Habib. Furthermore it’s an exploratory study as it explores problems in performance management system of Bank Al-Habib.Findings: The performance management system of financial institution of Pakistan especially bank Al-Habibare fairly focused towards performance related outcomes, and less concerned about the realization ofend product like training and development of employees. The results showed the strong relation between exercising different aspect of performance measures, connection to reward, and with the performance management systems (PMSs) effectiveness. Various variables were identified in influencing the effectiveness of PMS.Practical implications: Findings showed that the financial institutions of Pakistan need to improve the efficiency of their PMS. It’s far advance and better now but still there’s a room for improvement.Originality/value:This study may assist bank managers in identifying flaws and overcoming them regarding their PMS. It also provide the clear idea about the factors influencing the effectiveness of PMSs in the Banking context

scholarly journals Stakeholders and Performance Management Systems of Small and Medium-Sized Outpatient Clinics

2020 ◽  
Vol 12 (1) ◽  
pp. 211-222
Author(s):  
Piotr Korneta
Keyword(s):  
Performance Management ◽  
Management System ◽  
Outpatient Clinics ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Efficient Performance ◽  
Managerial Implications ◽  
And Performance ◽  
Depth Interviews

AbstractPerformance management systems can be divided into those that rely considerably on significant stakeholders and that ignore stakeholders, other than the stockholders and the clients. Decision makers willing to implement and use a performance management system must decide to what extent such system should rely on various stakeholders. In this study, 10 in-depth interviews with representatives possessing significant experience with small and medium-sized outpatient clinics have been employed. The objective of this paper is to study if an efficient performance management system for small and medium-sized outpatient clinics can ignore stakeholders. The results of this study postulate performance management systems, which are not sufficiently rooted in stakeholders, are not likely to be successful for small and medium-sized outpatient clinics. Developed in this article concept acknowledges wider society and indicates significant stakeholders who cannot be ignored. The paper ends with conclusion, limitations, indications for further research, and some managerial implications.

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