scholarly journals ‘Making Ownership Real’: An analysis of ‘ownership’ in technical assistance projects in the Solomon Islands

2021 ◽  
Author(s):  
◽  
Debbie Bax
Keyword(s):  
Performance Management ◽  
Technical Assistance ◽  
Solomon Islands ◽  
Recipient Country ◽  
Main Question ◽  
Management Level ◽  
Country Ownership ◽  
Operational Level ◽  
And Performance ◽  
The Individual

<p>Recipient country ownership has been seen by many aid experts, to be an important way to improve the effectiveness of aid delivery. Technical assistance projects consume 25% of worldwide ODA,¹ and have been criticised by many aid experts for being ineffective.  The Solomon Islands Government (SIG) has received a large amount of technical assistance over the last ten years and therefore makes it a useful government to use as a case study to answer the main question of this thesis: Is the transfer of ownership in technical assistance projects shifting from the donor to the SIG?  The research has found that the SIG has more ownership of their technical assistance projects at the management level than at the operational level. The main constraints to SIG having more ownership at the management level were in the areas of technical advisor (TA) recruitment and performance management processes, and some areas of aid funding.  At the operational level of technical assistance projects, the amount of SIG ownership was significantly less. Many of the restraints in the transfer of ownership to the SIG counterparts were at the individual TA level, and were largely related to poor working relationships between individual TAs and counterparts caused by shortcomings in TAs’ capacity building and people management skills and TAs’ lack of knowledge of the SIG working style and environment.  More ownership needs to be transferred at the operational level for the SIG to have ‘real’ ownership of their technical assistance projects.  ¹ OECD, Perspective Note: Technical Co-operation for Capacity Development, OECD, (2011), pg 4.</p>

scholarly journals ‘Making Ownership Real’: An analysis of ‘ownership’ in technical assistance projects in the Solomon Islands

2021 ◽  
Author(s):  
◽  
Debbie Bax
Keyword(s):  
Performance Management ◽  
Technical Assistance ◽  
Solomon Islands ◽  
Recipient Country ◽  
Main Question ◽  
Management Level ◽  
Country Ownership ◽  
Operational Level ◽  
And Performance ◽  
The Individual

<p>Recipient country ownership has been seen by many aid experts, to be an important way to improve the effectiveness of aid delivery. Technical assistance projects consume 25% of worldwide ODA,¹ and have been criticised by many aid experts for being ineffective.  The Solomon Islands Government (SIG) has received a large amount of technical assistance over the last ten years and therefore makes it a useful government to use as a case study to answer the main question of this thesis: Is the transfer of ownership in technical assistance projects shifting from the donor to the SIG?  The research has found that the SIG has more ownership of their technical assistance projects at the management level than at the operational level. The main constraints to SIG having more ownership at the management level were in the areas of technical advisor (TA) recruitment and performance management processes, and some areas of aid funding.  At the operational level of technical assistance projects, the amount of SIG ownership was significantly less. Many of the restraints in the transfer of ownership to the SIG counterparts were at the individual TA level, and were largely related to poor working relationships between individual TAs and counterparts caused by shortcomings in TAs’ capacity building and people management skills and TAs’ lack of knowledge of the SIG working style and environment.  More ownership needs to be transferred at the operational level for the SIG to have ‘real’ ownership of their technical assistance projects.  ¹ OECD, Perspective Note: Technical Co-operation for Capacity Development, OECD, (2011), pg 4.</p>

Performance Management

2020 ◽  
Author(s):  
Edward M. Mone
Keyword(s):  
Performance Management ◽  
Positive Impact ◽  
Performance Appraisals ◽  
Continuous Learning ◽  
Subsequent Discussion ◽  
Employee Relationship ◽  
Development Goals ◽  
And Performance ◽  
The Individual ◽  
The Impact

Performance management, a critical business process, is discussed in this chapter as a framework for driving continuous learning at the individual, team, and organizational levels, with an emphasis on the manager–employee relationship. The concepts of learning, continuous learning, and performance management are introduced, defined, and framed, setting the foundation for the subsequent discussion of each key component of the performance management process—goal setting, feedback, development, and appraisal—and its role in driving continuous learning. The discussion emphasizes the importance of goal cascading and alignment, the impact and influence of both performance and development goals on defining directions for continuous learning, understanding the conditions that enable the positive impact of feedback, knowing the factors that can promote employee development and continuous learning, and knowing how to use both informal and formal performance appraisals to identify, define, and plan for continuous learning. The chapter closes with a summary reinforcing the role of performance management as a framework for driving continuous learning in organizations.

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.

Performance Management: A Framework for Continuous Learning in Organizations

2011 ◽  
pp. 360-369
Author(s):  
Edward M. Mone
Keyword(s):  
Performance Management ◽  
Positive Impact ◽  
Performance Appraisals ◽  
Continuous Learning ◽  
Subsequent Discussion ◽  
Employee Relationship ◽  
Development Goals ◽  
And Performance ◽  
The Individual ◽  
The Impact

Performance management, a critical business process, is discussed in this chapter as a framework for driving continuous learning at the individual, team, and organization levels, with an emphasis on the manager-employee relationship. The concepts of learning, continuous learning, and performance management are introduced, defined, and framed, setting the foundation for the subsequent discussion of each key component of the performance management process—goal setting, feedback, development, and appraisal—and its role in driving continuous learning. The discussion emphasizes the importance of goal cascading and alignment, the impact and influence of both performance and development goals on defining directions for continuous learning, understanding the conditions that enable the positive impact of feedback, knowing the factors that can promote employee development and continuous learning, and knowing how to use both informal and formal performance appraisals to identify, define, and plan for continuous learning. The chapter closes with a summary reinforcing the role of performance management as a framework for driving continuous learning in organizations.

scholarly journals What We Trade At Work As Employees And How We Do It. Using Multi-Trait Multi-Method Procedure to Validate a Dual-Content Approach of Employee Performance on a Romanian Sample

2015 ◽  
Vol 5 (3) ◽  
pp. 161
Author(s):  
Ruxandra Ciulu ◽  
Andreea Negruti
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Performance ◽  
Assessment Method ◽  
International Management ◽  
New Concepts ◽  
Assessment Approach ◽  
Factors Of Influence ◽  
And Performance ◽  
The Individual

Globalization and performance management are not new concepts, but they can be approached in new, modern manners in order to identify new trends, new factors of influence on employee performance and, therefore, on organizational performance. In accordance with the current organizational practices and with the need of an empirical validated strategy of performance assessment, the present research aims to present the results of a new standardised assessment approach based on two types of performance and on a multi-sources assessment method. Even though we found no evidence that the type of international management attitude (ethnocentric versus geocentric) would impact the individual in role or extra-role performance levels or that the ERP level of managers would impact the employees ERP levels, we argue that a greater attention should be paid to what we think performance is and how we measure it in an accurate and valid manner.

scholarly journals DETERMINANTS OF STANDARDIZATION AND LOCALIZATION OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES IN MULTINATIONAL COMPANIES’ SUBSIDIARIES: A REVIEW AND IMPLICATIONS

2021 ◽  
pp. 29-42
Author(s):  
Stephen James ◽  
Mawazo. H. Baruti
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Multinational Companies ◽  
Host Countries ◽  
Hrm Practices ◽  
And Performance ◽  
The Individual

Standardization and localization are two debatable concepts in human resource management of Multinational Companies (MNCs) subsidiaries. Standardization involves conducting subsidiaries HRM practices in similar ways as conducted at headquarters of Multinational Companies while localization is adaptation of subsidiaries HRM practices to ways used by local firms in the host countries of subsidiaries. The objective of this paper was to explore determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries. Method used was a review of literature retrieved from Google, Google Scholar and Jstor as electronic data bases. Interpretation of findings from the literature showed that there were various determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries and mostly included: cultural and institutional factors, country-of-origin dominance and HRM approaches adopted by Multinational Companies for overseas subsidiaries. It was concluded that the national contexts of the parent and host countries as reflected in the individual determinants had a huge role to play in standardization and localization of HRM practices such as staffing, training and development, compensation, communication, job design, promotion, recognition, job security, industrial relations, and performance management among MNCs’ subsidiaries. The paper also provided implications to international human resource management practitioners. KEY WORDS: HRM practices, Localization, Standardization, Subsidiaries

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

scholarly journals Heat Pump Bridge Analysis Using the Modified Energy Transfer Diagram

Energies ◽  
2020 ◽  
Vol 14 (1) ◽  
pp. 137
Author(s):  
Florian Schlosser ◽  
Heinrich Wiebe ◽  
Timothy G. Walmsley ◽  
Martin J. Atkins ◽  
Michael R. W. Walmsley ◽  
...  
Keyword(s):  
Energy Transfer ◽  
Heat Pump ◽  
Heat Recovery ◽  
Heat Pumps ◽  
Coefficient Of Performance ◽  
Combined Application ◽  
Recovery Potential ◽  
Composite Curve ◽  
And Performance ◽  
The Individual

Heat pumps are the key technology to decarbonise thermal processes by upgrading industrial surplus heat using renewable electricity. Existing insight-based integration methods refer to the idealised Grand Composite Curve requiring the full exploitation of heat recovery potential but leave the question of how to deal with technical or economic limitations unanswered. In this work, a novel Heat Pump Bridge Analysis (HPBA) is introduced for practically targeting technical and economic heat pump potential by applying Coefficient of Performance curves into the Modified Energy Transfer Diagram (METD). Removing cross-Pinch violations and operating heat exchangers at minimum approach temperatures by combined application of Bridge Analysis increases the heat recovery rate and reduce the temperature lift to be pumped at the same time. The insight-based METD allows the individual matching of heat surpluses and deficits of individual streams with the capabilities and performance of different market-available heat pump concepts. For an illustrative example, the presented modifications based on HPBA increase the economically viable share of the technical heat pump potential from 61% to 79%.

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