scholarly journals Developing competencies for collaborative work settings in a virtual simulation laboratory - Training approach and performance measurement

2021 ◽  
pp. 199-214
Author(s):  
Annabelle Beyer ◽  
◽  
Murat Keskin ◽  
Dirk Berndt ◽  
◽  
...  
Keyword(s):  
Performance Measurement ◽  
Collaborative Work ◽  
Team Members ◽  
Self Reflection ◽  
Work Settings ◽  
Front End ◽  
Simulation Laboratory ◽  
Moderating Factors ◽  
Simulation Scenario ◽  
And Performance

In our paper we present first performance measurement results of a digital simulation laboratory, which is applied in the context of industrial front-end team training. The design of the simulation laboratory is oriented towards an Escape Room. First, we situate the presented approach within existing competency understandings and accompanying training approaches in the context of Industry 4.0 Performance measurement for front-end training has been a challenge in this context so far, since performance, unlike in the back-end, is not attributable to specific production results, but becomes visible on a superior process level. Building on the competency facets of complexity management, self-reflection, creative problem solving, and cooperation (Wilkens et al., 2017) as well as action implementation (Heyse & Erpenbeck, 2009), the performance measurement presented addresses the question which individual competencies have an impact on team performance in the simulation scenario. Preliminary results show that the individual competencies among team members have a lower impact on performance than moderating factors such as heterogeneity and cohesion within the team. In order to increase the performance of front-end teams, it therefore appears to be reasonable to focus more on developing team structures rather than only on individual competence development.

scholarly journals Towards a maturity model of human-centered AI – A reference for AI implementation at the workplace

2021 ◽  
pp. 179-198
Author(s):  
Uta Wilkens ◽  
◽  
Valentin Langholf ◽  
Greta Ontrup ◽  
Annette Kluge ◽  
...  
Keyword(s):  
Performance Measurement ◽  
Digital Simulation ◽  
Maturity Model ◽  
Team Members ◽  
Self Reflection ◽  
Front End ◽  
Simulation Laboratory ◽  
Moderating Factors ◽  
Simulation Scenario ◽  
The Individual

In our paper we present first performance measurement results of a digital simulation laboratory, which is applied in the context of industrial front-end team training. The design of the simulation laboratory is oriented towards an Escape Room. First, we situate the presented approach within existing competency understandings and accompanying training approaches in the context of Industry 4.0 Performance measurement for front-end training has been a challenge in this context so far, since performance, unlike in the back-end, is not attributable to specific production results, but becomes visible on a superior process level. Building on the competency facets of complexity management, self-reflection, creative problem solving, and cooperation (Wilkens et al., 2017) as well as action implementation (Heyse & Erpenbeck, 2009), the performance measurement presented addresses the question which individual competencies have an impact on team performance in the simulation scenario. Preliminary results show that the individual competencies among team members have a lower impact on performance than moderating factors such as heterogeneity and cohesion within the team. In order to increase the performance of front-end teams, it therefore appears to be reasonable to focus more on developing team structures rather than only on individual competence development.

Team Dispersion, Emergent States, and Performance in Virtual IT Service Provisioning Teams

2022 ◽  
Vol 14 (1) ◽  
pp. 0-0
Keyword(s):  
Virtual Teams ◽  
Collaborative Work ◽  
Service Provisioning ◽  
Work Practices ◽  
Team Members ◽  
It Service ◽  
Team Research ◽  
Emergent States ◽  
Process Output ◽  
And Performance

Today, virtual teams composed by dispersed team members relying on computer-supported collaborative work are common in the information technology (IT) service provisioning industry. Despite the increasing interest in virtual team research, there is a limited understanding of a multidimensional view of team dispersion and its effect on the performance of virtual teams via the team´s socioemotional states. The purpose of this paper is to investigate the influence of team distribution and variety of work practices on the performance of virtual IT service provisioning teams via the emergent states of trust and cohesiveness. To this aim, an input-process-output framework was adopted to develop a conceptual model and a survey with IT service provisioning professionals was conducted. The results suggest that a variety of work practices constitutes a barrier to the performance of virtual IT service provisioning teams; and that trust and cohesiveness are important mediators in this cause-effect relationship.

The Relation Between Financial Incentives, Motivation, and Performance

2017 ◽  
Vol 16 (2) ◽  
pp. 61-76 ◽  
Author(s):  
Anaïs Thibault Landry ◽  
Marylène Gagné ◽  
Jacques Forest ◽  
Sylvie Guerrero ◽  
Michel Séguin ◽  
...  
Keyword(s):  
Financial Incentives ◽  
Work Performance ◽  
Autonomous Motivation ◽  
Compensation Plans ◽  
Work Settings ◽  
Path Analyses ◽  
Three Samples ◽  
And Performance ◽  
Performance Results

Abstract. To this day, researchers are debating the adequacy of using financial incentives to bolster performance in work settings. Our goal was to contribute to current understanding by considering the moderating role of distributive justice in the relation between financial incentives, motivation, and performance. Based on self-determination theory, we hypothesized that when bonuses are fairly distributed, using financial incentives makes employees feel more competent and autonomous, which in turn fosters greater autonomous motivation and lower controlled motivation, and better work performance. Results from path analyses in three samples supported our hypotheses, suggesting that the effect of financial incentives is contextual, and that compensation plans using financial incentives and bonuses can be effective when properly managed.

Rancangan Sistem Pengukuran Kinerja Berbasis Human Resource Scorecard Pada Universitas Muhammadiyah Luwuk

2020 ◽  
Vol 10 (1) ◽  
pp. 63-71
Author(s):  
Nurhaeda Abbas ◽  
Anggraini Sukmawati ◽  
Muhammad Syamsun
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Strategic Objectives ◽  
Depth Interview ◽  
And Performance ◽  
The Right ◽  
Hierarchy Process ◽  
The Relationship

Today the performance measurement of Muhammadiyah Luwuk uUniversity’s performance has not formulated yet based on University’s vision and mission. It will affect the strategic steps needed and performance improvement efforts in the future.  Human resource scorecard is the right system to be applied in Muhammadiyah Luwuk University. The purpose of this study is to designed a performance measurement system at Muhammadiyah Luwuk University using the Human Resource Scorecard with four perspectives: stakeholder, academic management and kemuhammadiyaan, operational and innovation, as well as and learning. Data was analyzed by analytical hierarchy process method. This research was conducted by distributing questionnaires, focus group discussions and in-depth interview with stakeholders at Muhammadiyah Luwuk University. The results showed that there were 14 strategic objectives and 33 key performance indicators to be achieved by the priority objectives, which are: empowerment and development of faculty, increased administrative process quality, improved sound budget performance and, improvement of the relationship with stakeholders.

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.

The Contingent Effect of Team Composition on the Performance of Entrepreneurial Teams

2019 ◽  
pp. 654-680
Author(s):  
Serghei Musaji ◽  
Julio De Castro
Keyword(s):  
Future Research ◽  
Team Composition ◽  
Team Members ◽  
Team Diversity ◽  
Entrepreneurial Teams ◽  
Knowledge Based ◽  
Fertile Ground ◽  
Active Debate ◽  
And Performance ◽  
The Relationship

Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.

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