Competency Integration

2021 ◽  
pp. 45-65
Keyword(s):  
Performance Management ◽  
Single System ◽  
Organizational Processes ◽  
Business Outcomes ◽  
Overall Performance ◽  
Alignment Model

The integration of competency and systems and subsystems of performance management is necessary for a business wishing to improve its overall performance. A single system of performance management leads to effectiveness and there is evidence supporting this notion. Competence-based integration vertical and horizontal alignments are covered in this chapter. Vertical and horizontal alignments impacts business outcomes. A newer model of system alignment introduces what is specific for integrating competency within a business; the “V” shape integrative alignment model is thoroughly discussed along with its impact on organizational processes, systems, and subsystems.

Probing organizational efficiency

2014 ◽  
Vol 22 (2) ◽  
pp. 149-160 ◽  
Author(s):  
Necmi Kemal Avkiran
Keyword(s):  
Operations Research ◽  
Cultural Norms ◽  
Data Envelopment ◽  
Managerial Decision ◽  
Content Type ◽  
Multiple Variables ◽  
Overall Performance ◽  
Alignment Model ◽  
Hierarchical Nature ◽  
Practical Implications

Purpose – In investigating the performance of multidivisional organizations, ability to account for each division's importance and contribution enhances the deftness of resource allocation and targeting desired outcomes. With this motivation, the author aims to introduce network data envelopment analysis (NDEA) from operations research in this conceptual article and discuss how two articles from this journal can be extended using this approach. Design/methodology/approach – NDEA was first developed to deliver a more in-depth understanding of underlying sources of operational inefficiency. Thus, NDEA can be viewed as a peer benchmarking method useful in comparing performance of organizations and identifying divisional inefficiencies that may detract from overall performance. NDEA's ability to capture interactions among multiple variables in an objective manner based on actual observed data rather than sample averages is one of its key advantages. Findings – The author discusses how NDEA can be applied in organisational analysis by examining two articles from this journal. Briefly commenting on one of the cases here, the author shows that a network can be defined as the interacting divisions of cultural norms and structural forms. The potential improvements (i.e. horizontal re-alignment) indicated by NDEA can guide management on the extent organisational alignment that could be changed in reaching strategic aims. The author's theoretical model is conducive to assessing the amount and direction of change from the proposed alignment model in a multi-criteria framework – characteristics embraced by NDEA. Practical implications – Given the hierarchical nature of organizations where employees are nested in work groups or teams, groups nested in departments or divisions, and divisions nested in organizations, application of NDEA at various levels of analysis is feasible. Originality/value – NDEA's ability to account for each division's importance or assign desired weights in what-if analyses adds to flexibility in managerial decision-making regarding allocation of resources, or re-alignment of processes and targeting of desired outcomes. Such a method that does not assume independence among multiple performance measures provides additional assurance to those concerned about shortcomings of additive scales in complex organizations.

scholarly journals Do Performance Goals and Development, Feedback and Recognition, and a Climate of Trust Improve Employee Engagement in Small Businesses in the United States?

2021 ◽  
Vol 14 (6) ◽  
pp. 1
Author(s):  
Tywanda D. Tate ◽  
Franklin M. Lartey ◽  
Phillip M. Randall
Keyword(s):  
United States ◽  
Small Business ◽  
Regression Model ◽  
Performance Management ◽  
Employee Engagement ◽  
Small Businesses ◽  
Pearson Correlation ◽  
The United States ◽  
Performance Goals ◽  
Overall Performance

Small businesses are the predominant contributors to the U.S. economy, yet they face many challenges to remain competitive and sustainable. There are several reasons a small business could fail, including a lack of human resources, limited financial resources, competition, technological advancements, disaster, and globalization. Improving employee performance by getting them engaged and productive in their work is an issue that cannot be overlooked for small businesses to function and remain competitive. There is limited empirical evidence that explains the dimensions of performance management and employee engagement in small businesses. However, how small businesses sustain their long-term performance remains uncertain. This study sought to bring together two previously distinct constructs: overall employee engagement and overall performance management, characterized by performance goals and development, a climate of trust, and feedback and recognition. The research was correlational in nature. A survey was conducted to generate and analyze data gathered from 121 employees of small businesses located in the United States. A series of Pearson correlation analyses confirmed the existence of statistically significant positive relationships between employee engagement and each variable of performance management, namely performance goals and development, feedback and recognition, and climate of trust. Notwithstanding these positive correlations, a multiple regression model with the three performance management variables as independent variables and employee engagement as the dependent variable suggested that there was a statistically significant regression model F(3, 117) = 32.34, p < .001, R2 = .453, explaining 45.3% of the variability in employee engagement. Nonetheless, this model confirmed that the variables performance goals and development and climate of trust were not statistically significant in the model (p > .05). In other words, only the feedback and recognition variable was statistically significant in the regression model, suggesting that it explained most of the variability in engagement, including that already explained by the other two variables. Overall, the outcome of this study suggests that small businesses implementing performance management processes have more engaged employees. The conclusions drawn from these findings suggest that overall performance management and overall employee engagement contribute to small business productivity and organizational success.

State of the Practice in Performance Management

2020 ◽  
pp. 3-20
Author(s):  
Mariangela Battista
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Employee Performance ◽  
Academic Research ◽  
Current Status ◽  
Future Research ◽  
Organizational Processes ◽  
Business Goals ◽  
Current State

Performance management (PM) is one of the few organizational processes that touches every single employee and requires their active participation. In spite of its ubiquitous position in organizations, there has been a groundswell of questions emerging about the usefulness, value, and effectiveness of PM. This introductory chapter addresses the current state of PM, including its history. It provides an overview of academic research highlighting the evolution from performance evaluation to performance management and the current status. Then, the practical realities and challenges people in organizations experience with performance management every day are discussed. This includes performance management being viewed as an administrative “human resources activity” with a lack of strategic alignment to business goals; lack of manager capability to manage employee performance effectively; and an overreliance on system automation. The chapter continues with an outline and overview of the book, including nine case studies written by in-house talent and human resources practitioners and six chapters (written by scholars in the performance management and feedback arena) describing next-generation research as well as future research trends.

scholarly journals Feedback Loop

2009 ◽  
Vol 131 (08) ◽  
pp. 24-25 ◽  
Author(s):  
Sean Conrad
Keyword(s):  
Performance Management ◽  
Performance Feedback ◽  
Financial Incentives ◽  
Feedback Loop ◽  
Performance Reviews ◽  
Corporate Strategies ◽  
Performance Engineering ◽  
Engineering Managers ◽  
Overall Performance ◽  
Early Performance

This article highlights about young engineers who want early performance feedback on how they are doing their jobs. One difference is that younger engineers believe the feedback should stream to them the same way other digitized information does: instantly and often. Managers are finding that tying performance reviews and job feedback to an in-house software system not only makes the younger engineers on their staff happy, but also drives the company's overall performance. Engineering managers looking to attract and retain young talent need to understand that the newest generation of employees—members of Generation Y—seek more feedback and direction than do their older counterparts. Managers at firms with talent management applications in place find they spend less on salaries, bonuses, and other financial incentives. Kennedy/Jenks has clearly defined corporate strategies that are used to drive employees’ goals. Employee, manager, and department goals all contribute toward achieving corporate objectives. In automating the performance management process, Kennedy/Jenks has been able to create a culture where the value of each individual’s performance is clearly understood.

The Competent Organization

2021 ◽  
pp. 18-44
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Performance Management ◽  
Organizational Capacity ◽  
Single System ◽  
Know How ◽  
Knowledge Codification

Competent organizations must be principled about managing knowledge, whether leading corporate efforts, knowledge sharing, or knowledge codification activities to grow their employees and organizational capacity and improve the dynamic business capability. Those organizations that are principled understand their responsibilities. They understand the value of resources; humans are valuable assets, and employee know-how is critical to an organization's outcome. In this chapter, necessary principles for an organization to have are discussed. These principles are the start of building a single system of performance management of integration of knowledge management and competence-based approaches, which leads to practical outcomes for businesses hoping to meet their desired performance.

Electronic Business Strategic Orientation

2011 ◽  
pp. 104-119
Author(s):  
Eric Deakins
Keyword(s):  
Information Systems ◽  
Learning Strategies ◽  
Business Strategy ◽  
Electronic Business ◽  
Business Outcomes ◽  
Systems Quality ◽  
Strategy Alignment ◽  
Alignment Model ◽  
Project Deliverables ◽  
Information Systems Quality

This chapter addresses the current lack of empirical research into the organizational impacts of electronic business (e-Business). Any organization that delivers, or intends to deliver, Internet products or services can only be successful if its realized business process goals are operationally aligned with a set of (credible) top-level strategy goals. By introducing the concept of Aware and Enlightened organizations, this chapter posits that alignment of the organization’s (e-Business) information systems, quality, and learning strategies with the top-level e-Business strategy is a catalyst for superior e-Business outcomes. It recognizes that most organizations still attempt to achieve a fit between a financially focused business strategy and an organization structure that matches the environment and helps to meet expected performance. Hence, some traditional approaches for achieving sound strategy-process linkages are reviewed and a strategy alignment model is proposed that is judged capable of delivering superior firm performance to Internet-enabled organizations. A set of (pre-tested) instruments is then described that can be used to assess changes in alignment between the firm’s top-level e-Business strategy and its information systems, quality, and learning strategies that occur as a result of the e-Business initiative. Because it is important that the goals of the project team are also properly aligned with the top-level e-Business strategy, a project-level alignment model is also described that assesses the degree of alignment between the project deliverables and the firm’s e-Business strategy. This chapter has relevance for practitioners and academics who wish to understand how e-Business initiatives impact the alignment of key business processes with strategic business objectives.

Manifest conflict, customer orientation and performance outcomes in international buyer-seller relationships

2017 ◽  
Vol 32 (8) ◽  
pp. 1062-1072 ◽  
Author(s):  
Civilai Leckie ◽  
Robert E. Widing ◽  
Gregory J. Whitwell
Keyword(s):  
Customer Orientation ◽  
Performance Outcomes ◽  
Best Interests ◽  
Content Type ◽  
Business Outcomes ◽  
Channel Relationships ◽  
Practical Standpoint ◽  
Overall Performance ◽  
And Performance ◽  
The Impact

Purpose The purpose of this paper is to test the impact of manifest conflict on performance outcomes. In particular, this paper aims to examine the moderating effect of the supplier’s customer orientation (CO) as perceived by the buyer on the conflict-performance outcomes relationships in international channel relationships. Design/methodology/approach A survey of 162 Australian importers was conducted to elucidate the associations among manifest conflict, CO and performance outcomes. Findings Manifest conflict was found to be negatively related to the importer’s evaluation of the exporter’s overall performance, which is consistent with previous work. However, CO was found to moderate the negative direct effect of manifest conflict on two outcome measures, “satisfaction with business outcomes” and the “evaluation of the exporter’s overall performance”. Moreover, it actually changed the effect from dysfunctional to functional for “evaluation of the exporter’s overall performance”. That is, CO changes the nature of the manifest conflict–outcome relationship by turning it from negative to positive. Research limitations/implications This research helps answer the appeal for research on the conditions in which conflict causes dysfunctional and functional outcomes. From a practical standpoint, providing the importer views the exporter as being customer-oriented, conflict should not be avoided if it stems from disagreements that arise due to the exporter acting in the best interests of the importer. The power of CO in affecting the functionality of outcomes resulting from conflict should be highlighted. Originality/value Conflict is a fact of life in channel relationships, but little is known about its functional and dysfunctional effects (Frazier, 1999; Skarmeas, 2006). The empirical evidence largely points to conflict being dysfunctional; however, research also indicates that context can play an important role in moderating the functionality of conflict. In this paper the authors ask: what role does CO play as a determinant of the functionality of manifest conflict in channel relationships? They argue that the exporter’s CO changes the context in which the importer and the exporter interact and, thereby, changes the way in which the importer interprets the supplier’s actions.

scholarly journals Exploring the Mediating Effect of KMPC on PM and OP in the Education Sector

sjesr ◽  
2020 ◽  
Vol 3 (3) ◽  
pp. 345-353
Author(s):  
Mahwash Ghafoor Chaudhry ◽  
Dr. Samina Nawab ◽  
Dr. Khuram Shafi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Education Sector ◽  
Mediating Effect ◽  
Impact Performance ◽  
Overall Performance ◽  
Improved Performance ◽  
The Impact ◽  
The Relationship

The basic objective of this research study is to determine the impact Performance Management (PM) has on the overall performance of the organizations in the education sector of Pakistan. The study also seeks to explore the role of Knowledge Management Process Capabilities (KMPC) by Gold, Malhotra, & Segars (2001) acting as a mediator on the relationship between Performance Management (PM) and Organizational Performance (OP). Research methodology based on the quantitative approach uses a multi-itemed questionnaire to collect the data. The data reliability is tested using Cronbach Alpha and in addition to the regression, correlation analysis, and the Baron and Kenny mediation procedure. The result of the study indicates the presence of a relationship between PM and OP being partially mediated by KMPC. Knowledge management (KM) needs to focus and be linked with PM when positive results are expected to be delivered by the organization in the form of improved performance. KM process seeks to identify and explain the mechanism or process underlies the relationship between PM and OP and hence needs to be embedded within the PM cycle which applies to the overall performance of the organization.

scholarly journals Management of Performance Management Using Balanced Scorecard Method

2018 ◽  
Vol 7 (4) ◽  
pp. 481-493
Author(s):  
Rina Anggi Lestari ◽  
Achmad Slamet
Keyword(s):  
Quantitative Analysis ◽  
Data Collection ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Hospital Services ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Overall Performance ◽  
And Training ◽  
Collection Methods

The aims of this research is to describe and analyze the level of performance management of RSUD Dr. Soeselo Kabupaten Tegal using the Balanced Scorecard method. Sampling was carried out by incidental sampling the sample size was determined using the formula slovin and obtained 100 respondens. Data collection methods used are documentation and questionnaires. The analytical method used is descriptive quantitative analysis. The results obtained, in 2015-2017 performance of the financial perspective was considered good. Cutomer perspective performance is considered good. The performance of learning and growth is considered good. The conclusions of this study is the overall performance of RSUD Dr. Soeselo Kabupaten Tegal is categorized quite well. Suggestion in observational it is advisable RSUD Dr. Soeselo Kabupaten Tegal needs to increase motivation and training for employees, so that it can contribute to improving the performance of hospital services.

Performance Management: Threat or Opportunity? Current Problems Surrounding the Application of Performance Management to Public Services in England and Wales

2005 ◽  
Vol 78 (2) ◽  
pp. 97-102 ◽  
Author(s):  
Barry Loveday
Keyword(s):  
Performance Management ◽  
Performance Measures ◽  
Public Service ◽  
Service Providers ◽  
Police Services ◽  
Performance Targets ◽  
Recent Developments ◽  
Overall Performance ◽  
The Impact ◽  
Analysis Of Performance

This article considers recent developments in the application of performance measures and management to public and, particularly, police services. It looks at the impact of the government's overwhelming commitment to the use of targets for services and asks whether this is the best way to improve effectiveness or service delivery generally. It goes on to assess recent managerial analysis of performance targets which suggests that the application of targets could ultimately serve to undermine the overall performance of public service by eradicating managerial initiative and trust among service providers.

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