Knowledge Worker Profile

2012 ◽  
pp. 102-118
Author(s):  
Gulgun Kayakutlu
Keyword(s):  
Human Resource ◽  
Economic Crisis ◽  
Performance Measures ◽  
Value Creation ◽  
Knowledge Worker ◽  
Skill Requirements ◽  
New Vision ◽  
The Right ◽  
Different Levels

One of the major reasons for economic crisis of 2008-2009 is determined as value delivery. Major resource of value creation is the knowledge worker who works at different levels of an organisation. This study analyses knowledge worker studies in diverse disciplines, in order to determine the requests. The goal of the study is to propose a framework to clarify the skill requirements by integrating the requests at operational, team, organisational and inter-organisational levels with drivers provided by educating, attracting, motivating and retaining strategies. The framework facilitates employing the right employee for the right post while balancing the requests and the performance measures. This new vision will be beneficial for managers, human resource experts, and educators.

Knowledge Worker Profile

2010 ◽  
pp. 162-178
Author(s):  
Gulgun Kayakutlu
Keyword(s):  
Human Resource ◽  
Economic Crisis ◽  
Performance Measures ◽  
Value Creation ◽  
Knowledge Worker ◽  
Skill Requirements ◽  
New Vision ◽  
The Right ◽  
Different Levels

One of the major reasons for economic crisis of 2008-2009 is determined as value delivery. Major resource of value creation is the knowledge worker who works at different levels of an organisation. This study analyses knowledge worker studies in diverse disciplines, in order to determine the requests. The goal of the study is to propose a framework to clarify the skill requirements by integrating the requests at operational, team, organisational and inter-organisational levels with drivers provided by educating, attracting, motivating and retaining strategies. The framework facilitates employing the right employee for the right post while balancing the requests and the performance measures. This new vision will be beneficial for managers, human resource experts, and educators.

scholarly journals An Empirical Study of Impact of EVA Momentum on the Shareholders Value Creation as Compared to Traditional Financial Performance Measures – With Special Reference to the UAE

2016 ◽  
Vol 8 (5) ◽  
pp. 23 ◽  
Author(s):  
Ahmed Magdy Fayed ◽  
Suchi Dubey
Keyword(s):  
Panel Data ◽  
Performance Measures ◽  
Value Creation ◽  
Fixed Effects ◽  
Serial Correlation ◽  
Stock Exchanges ◽  
Special Focus ◽  
Modeling Techniques ◽  
Financial Performance Measures ◽  
The Right

The unawareness of value-based performance measures when allocating investments could lead to destroying value. This paper presents comparison of three groups of performance measures being accounting-traditional measures, market-based measures and value-based measures with special focus on EVA Momentum calculated as (ΔEVA / Trailing Sales). The study covers UAE stock exchanges from 2008 to 2013. A methodology is designed to determine the right transformation of panel data then deciding on the appropriate regression technique among Fixed Effects, Random Effects or Pooled OLS model. Advanced modeling techniques as Driscoll-Kraay and Prais-Winsten models are used to examine serial correlation and heteroskedasticity.

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.

scholarly journals The Rise of Right-Wing Extremism in European Union

2015 ◽  
Vol 17 (1) ◽  
pp. 43-57
Author(s):  
Ljupcho Stevkovski
Keyword(s):  
European Union ◽  
Young People ◽  
Economic Crisis ◽  
Living Standards ◽  
Radical Right ◽  
Right Wing ◽  
The European Union ◽  
Balkan Countries ◽  
The Right ◽  
Right Wing Extremism

It is a fact that in the European Union there is a strengthening of right-wing extremism, radical right movement, populism and nationalism. The consequences of the economic crisis, such as a decline in living standards, losing of jobs, rising unemployment especially among young people, undoubtedly goes in favor of strengthening the right-wing extremism. In the research, forms of manifestation will be covered of this dangerous phenomenon and response of the institutions. Western Balkan countries, as a result of right-wing extremism, are especially sensitive region on possible consequences that might occur, since there are several unresolved political problems, which can very easily turn into a new cycle of conflicts, if European integration processes get delayed indefinitely.

The mediating role of fairness on the effectiveness of strategic performance measurement systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kevin Baird ◽  
Sophia Xia Su ◽  
Nuraddeen Nuhu
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Performance Measures ◽  
Content Type ◽  
Strategic Performance ◽  
Measurement Systems ◽  
Mediating Role ◽  
Performance Measurement Systems ◽  
Insight Into

PurposeThis study examines the mediating role of the fairness of performance appraisal on the association between the extent of use of strategic performance measurement systems (SPMSs) with SPMS effectiveness.Design/methodology/approachData were collected using an online survey distributed to 656 Australian middle and lower level managers.FindingsThe findings reveal that informational fairness mediates the association between SPMSs (link to value drivers and the use of multidimensional performance measures) with performance-related outcomes; procedural fairness mediates the association between SPMSs (link to strategy and the use of multidimensional performance measures) with staff-related outcomes and distributive fairness mediates the association between the use of SPMSs (all three types) with both performance and staff-related outcomes.Originality/valueThe study provides a unique insight into the importance of fairness (the distributive, informational and procedural fairness of the performance appraisal system) in mediating the associations between the extent of use of SPMSs and SPMS effectiveness. The findings contribute to the human resource management (HRM) “black box” literature by providing an insight into the behavioural mechanism through which a specific human resource management practice (i.e. the SPMS) influences organisational performance.

The Necessity of Performance Measures for Prosecutors

2021 ◽  
pp. 226-258
Author(s):  
Lauren-Brooke Eisen ◽  
Miriam Aroni Krinsky
Keyword(s):  
Performance Measures ◽  
Performance Metrics ◽  
Mass Incarceration ◽  
The United States ◽  
New Wave ◽  
Criminal Cases ◽  
Critical Data ◽  
District Attorneys ◽  
The Right ◽  
Individual Line

Local prosecutors are responsible for 95 percent of criminal cases in the United States—their charging decisions holding enormous influence over the number of people incarcerated and the length of sentences served. Performance metrics are a tool that can align the vision of elected prosecutors with the tangible actions of their offices’ line attorneys. The right metrics can provide clarity to individual line attorneys around the mission of the office and the goals of their job. Historically, however, prosecutor offices have relied on evaluation metrics that incentivize individual attorneys to prioritize more punitive responses and volume-driven activity—such as tracking the number of cases processed, indictments, guilty pleas, convictions, and sentence lengths. Under these past approaches, funding, budgeting, and promotional decisions are frequently linked to regressive measures that fail to account for just results. As more Americans have embraced the need to end mass incarceration, a new wave of reform-minded district attorneys have won elections. To ensure they are accountable to the voters who elected them into office and achieve the changes they championed, they must align measures of success with new priorities for their offices. New performance metrics predicated on the goals of reducing incarceration and enhancing fairness can shrink prison and jail populations, while improving public trust and promoting healthier and safer communities. The authors propose a new set of metrics for elected prosecutors to consider in designing performance evaluations, both for their offices and for individual attorneys. The authors also suggest that for these new performance measures to effectively drive decarceration practices, they must be coupled with careful, thoughtful implementation and critical data-management infrastructure.

scholarly journals Perceived Organizational Support (POS) and Organizational Commitment

2008 ◽  
Vol 1 (2) ◽  
Author(s):  
Dian Ekowati ◽  
Mirza Andini
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Human Resource ◽  
Organizational Support ◽  
Random Sampling ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Continuance Commitment ◽  
Strategic Processes ◽  
The Right

Human resource is critically important aspect of organizations. The functions and roles of human resource have developed from administrative matter into supporting the organization to run the managerial and strategic processes. Expertise, knowledge, and experience of existing human resources in organizations should be suitable and allocated at the right time and place. By properly manage the human resources, organization would be able to obtain qualified human resources that have high commitment to organization. High commitment to organizations will lead to a higher effort in supporting organizational success. In order to gain employees’ commitment to the organizations, management should put some efforts that ensure all aspects of employees’ commitment are fulfilled. This paper is intended to find the significant influence of perceived organizational support (POS) on the dimensions of employee’s commitment, comprising of the affective commitment, continuance commitment, and normative commitment, and to find which one of those dimensions are dominantly influence by POS. This paper employed 50 respondents that were sampled using convenient random sampling. Result showed that there were significant influences of POS on employee’s commitment either in affective commitment. POS can influence the employees’ organizational commitment in all dimensions. This implies that in order to improve organizational commitment, management should provide appropriate managerial supports and ensure that the supports are in line with employee’s aspirations and needs.

scholarly journals E- HRM Practices in the IT Industry with Special Reference to the State of Karnataka

2019 ◽  
Vol 8 (3S3) ◽  
pp. 249-253
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Training And Development ◽  
It Industry ◽  
Performance Management Systems ◽  
The Face ◽  
Self Service ◽  
Employee Self Service ◽  
Different Levels

Human resource management is constantly evolving into a technology-based service provider to their employees. In today’s organizations, employees see the face of HR as an Intranet portal rather than a human on the other side. This transformation of Human Resource services through technology is now being coined as E-HRM or electronic human resource. The Use of E-HRM in today’s Organizations, are in many function areas such as training and development, performance management systems, hiring and employee self-service. Organisations who adopt HR technology tools outperform those that do not. Interestingly early on the HR department was the last recipient of IT benefits in any organization, it started from keeping the database of the employees. In the present scenario employees are considered as the strategic partners of the organization and the use of high-end software have changed the face of HR departments and a new term has been coined as E-HRM. This present paper tries to evaluate the role of E-HRM in IT companies and also to measure the acceptance and effectiveness of the same at the different levels of management.

I.—On Didymograptus, Tetragraptus, and Phyllograptus

1895 ◽  
Vol 2 (11) ◽  
pp. 481-492
Author(s):  
Gerhard Holm
Keyword(s):  
Proximal Part ◽  
The Right ◽  
True Structure ◽  
Different Levels

As has been previously indicated (see p. 439), the conclusion might be drawn from Moberg's description and figures of this species, interpreted by the knowledge of the true structure of the Didymograptus polypary, that the structure of the proximal part could in no essential particulars be separated from that just described in D. minutus, Mut. Consequently the genus Isograptus, which was proposed by Moberg for the species in question, is not authorized—at least, as founded on any of the characters cited by Moberg. The differences between Isograptus and Didymograptus, to which latter genus the species is referred by Nicholson, ought to be, according to Moberg, that in Didymograptus “both stipes arise at somewhat different levels on the sicula,” and that “each branch is itself bilaterally symmetrical”; whilst, on the contrary, in Isograptus the stipes should “arise bilaterally symmetrical from the sicula,” and each branch is not itself bilaterally symmetrical. As we have seen above, in reality in Didymograptus the left stipe is not bilaterally symmetrical, and the symmetry in the right stipe is entirely the same as that which is described by Moberg in Isograptus, namely, obliquely near the base, because the stipes do not arise from the side of the sicula, but from the “connecting” canal.

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