scholarly journals Justice perceptions of performance management practices in a company in the chemical industry

2015 ◽  
Vol 18 (4) ◽  
pp. 567-585
Author(s):  
Thanasagree Govender ◽  
Anton Grobler ◽  
Yvonne Trintje Joubert
Keyword(s):  
Performance Management ◽  
Chemical Industry ◽  
Business Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Management Practice ◽  
Measuring Instrument ◽  
Organisational Justice ◽  
Justice Perceptions ◽  
A Company

The sustainability of corporations globally is becoming increasingly problematic. Combined with the unique challenges of an operating entity, this could potentially expose the profitability of sustainable businesses on a daily basis. The purpose of this study is to evaluate employees’ justice perceptions of performance management practices in a company in the chemical industry. The population includes all the employees in the chemical industry that was used in this study. A total of 140 questionnaires were issued to all the employees in an organisation which had undergone a performance appraisal and 102 respondents completed the surveys, giving a response rate of 72 per cent. A cross-sectional survey design was used in this study. The justice perceptions were measured according to an existing framework developed by Thurston and McNall (2010). The framework is founded on a hypothesised four-factor model constructed according to theories on organisational justice. The employees of the organisation in the chemical sector were involved in this study. Descriptive statistical analyses were used to measure perceptions of justice based on theories on organisational justice. The measuring instrument used was based on recognised models and theories. The study supports the construct validity of the measuring instrument and the reliability of the scales used. The justice constructs were used to identify specific items in the performance management practice that required improvement. The implications of the results are that continual interventions are required if employee commitment and productivity levels are to improve, resulting in a positive impact on business performance. Significant differences in perceptions by demographic groups were reported and discussed. This study explored the importance of understanding justice perceptions of performance management practices as an enabler for sustained business performance. Further, the study confirmed that justice perceptions have a direct impact on both the organisational climate and employee morale.

scholarly journals Improving business performance through brand management practice

2016 ◽  
Vol 61 (208) ◽  
pp. 137-167 ◽  
Author(s):  
Sasa Veljkovic ◽  
Djordje Kalicanin
Keyword(s):  
Business Performance ◽  
Management Practices ◽  
Brand Management ◽  
Management Practice ◽  
Marketing Channel ◽  
Brand Performance ◽  
Channel Relationships ◽  
Industry Sectors ◽  
A Company ◽  
Domestic Companies

The aims of this study are to determine which variables are common as brand management practices, how these variables affect a company?s business performance, and whether there are statistically significant differences between companies in the sample in terms of individual elements of the Brand Management Practice (BMP) model. The research took place in Serbia, and comprised 118 managers and specialists involved in marketing and brand management. After validating the proposed BMP model, we found a link between certain variables of the model and companies? business performance. There are statistically significant differences between companies in terms of individual elements of brand management practice, and we identify three clusters: brand-guided companies, emerging brand companies, and brand-agnostic companies. They differ from each other in terms of: brand-oriented approach, innovativeness, brand support activities, unique marketing offers, marketing channel relationships, brand performance measurement, brand barriers, company size, and specific business area of a key-brand. They also differ according to estimated and actual business and financial performance. The results are valuable for explaining the main drivers of good brand management practice and their effects on business performance in different industry sectors. The implications for managers of domestic companies are also discussed.

Employee Experience Management

2020 ◽  
Vol 11 (2) ◽  
pp. 39-49
Author(s):  
Urmila Itam ◽  
Nitu Ghosh
Keyword(s):  
Employee Satisfaction ◽  
Business Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Physical Space ◽  
Research Process ◽  
Sustainable Growth ◽  
Central Theme ◽  
Antecedents And Consequences ◽  
Employee Experience

Experimental organizations must rebuild their people management practices in accommodating multi-generational workforces. The idea of keeping employee experience as a central theme in strategy making has a positive impact on business performance in many ways. The main purpose of this article is to explore the concept of employee experience in the current HR context and identify its drivers and key outcomes. The study considered the four-phase research process: the physical space; the human experience; and the digital realm are the three important dimensions of employee experience. Top management in association with the new HR approach to set the tone and stage for a positive employee experience, not only increases employee satisfaction and productivity, but also engages the multi-generational workforce, competitive advantage, and sustainable growth. The scope for the further study could include the quantitative testing of the developed design, in addition to looking more in depth of the antecedents and consequences of a positive employee experience.

Performance management perception in Kenya

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nickson Hebert Odongo
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Positive Impact ◽  
Performance Standards ◽  
Future Research ◽  
Social Scientists ◽  
Content Type ◽  
Performance Review ◽  
And Performance ◽  
Government Workers

Purpose This paper aims to present an analysis of the perception of performance management practices and transformations by investigating what devolved governments of Kenya are doing and ought to do after which the approaches of performance and performance management are evaluated. Design/methodology/approach A descriptive assessment of five devolved governments of Kenya is carried out. This study covered 518 respondents across the above-sampled governments. Findings The outcomes demonstrated that there are guidelines established by the counties to measure the performance of workers where tested variables about setting performance standards and performance review information against their effect on performance improvement and performance measurement, respectively, are statistically significant, and therefore have a positive impact on the eventual performance of devolved governments. Practical implications The results support scholars, practitioners and social scientists in development studies for the planning and management of public organizations. The thought of factors that enhance or impede devolved government workers’ performance can be explored in future research. Originality/value The thought of performance management perception, especially in a developing country, is a theoretical milestone.

Interfunctional Coordination at Hi-Tech Firms

2012 ◽  
Vol 23 (1) ◽  
pp. 70-76 ◽  
Author(s):  
Lucie Kanovska ◽  
Eva Tomaskova
Keyword(s):  
Czech Republic ◽  
Market Orientation ◽  
Business Performance ◽  
Positive Impact ◽  
External Environment ◽  
New Method ◽  
Mutual Cooperation ◽  
The Czech Republic ◽  
The Impact ◽  
A Company

The paper is focused on the determination of new knowledge about interfunctional coordination. Interfunctional coordination was defined at the beginning of 90s. It is the coordination of all company activities leading to the increase of business performance. Interfunctional coordination is connected with market orientation. It is one of necessary principle of market orientation. It is not possible to use market orientation without interfunctional coordination. Market orientation is based on marketing conception. The first detailed studies were offered by Kohli and Jaworski (1990) and Narver and Slater (1990). Market orientation is described as a method helping to contribute better managing of a company by many researchers. A lot of papers on this topic were publicized during the last two decades. The earliest papers involved the first definitions of market orientation; offered methods for its measuring; and investigated the impact of market orientation on business performance. The last attitudes towards market orientation agree that market orientation enables managers to focus on external and internal elements and activities, which influence the activity of a company leading to its performance increase (Tomaskova, 2009). At present, we have a lot of methods used for the measuring of market orientation. Using a proper method depends on the branch or economic system. The perception of the implementation of market orientation is changing during the period, as well. However, the main principle is still the same – market orientation has a positive impact on business performance. Nowadays, a lot of authors deal with the implementation of market orientation. Because of this reason, we have prepared research “Research on implementation on market orientation in Hi-Tech Firms” (GA 402/07/1493). The goal of the research was to detect barriers of the implementation of market orientation. We divided the barriers of the implementation into three parts according to managers’ influence in an internal, branch and external environment. State, economy and technologies are named as the main elements of external environment. The main barriers connected with the elements of branch environment are quality and quantity of branch stakeholders. Barriers of internal environment involve the barriers connected with the top management and its personality, skills, knowledge and experiences, all employees of a company and interfunctional coordination. The paper deals with the interfunctional coordination at hi-tech firms. The objective of the paper is to define barriers connected with interfunctional coordination and to detect the perception and importance of interfunctional coordination at hi-tech firms. The theoretical knowledge is noticed in some research studies. The data was acquired by means of a questionnaire. New Method measured market orientation in a company. The questionnaire New Method with 7-point Likert scale constituted by Tomaskova (2005) was used for the research. The complete database was analysed by using standard statistical methods (correlation analysis, Spearman correlation coefficient, chi-square) as well as other sophisticated techniques (Cronbach alpha). The main results of the research show that the level of market orientation at the hi-tech firms in the Czech Republic is high and confirm how important is gaining information and using this information inside the company for market orientation. The main results of the research confirm that interfunctional coordination is the base of market orientation. Hi-tech firms in the Czech Republic perceive interfunctional coordination as very necessary presumption for their future development and prosperity. The highest rate for this part received the following statements confirming positive company attitude for innovation, preference for teamwork and mutual cooperation in firms and also effort to be flexible. On the other hand, the lowest average rate had the statement describing relations between superiors and subordinates and their strictness and formalness.DOI: http://dx.doi.org/10.5755/j01.ee.23.1.1224

Raymond Design of Warehouse Operations

2016 ◽  
pp. 1-11
Author(s):  
Debjit Roy
Keyword(s):  
Performance Indicators ◽  
Business Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Order Fulfillment ◽  
Warehouse Management ◽  
Customer Order ◽  
The Right ◽  
Warehouse Operations

Raymond was lagging behind in their customer order fulfillment process due to inefficiencies in their warehouse operations. Further, slotting of stock keeping units to the right bins was not in order. As a result, the warehouse capacity was limiting company's growth. This case draws lessons about how warehousing technology and scientific warehouse management practices can significantly improve warehouse pick efficiencies and have a positive impact on other business performance indicators.

scholarly journals Performance management practices and its impact on Banks’ performance in Pakistan

2016 ◽  
Vol 5 (4) ◽  
pp. 110
Author(s):  
Ayesha Yaseen
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Banking Sector ◽  
Management Practice ◽  
Employee Motivation ◽  
Management Systems ◽  
Appraisal System ◽  
Structured Interviews ◽  
Performance Management Systems ◽  
Hr Managers

Purpose-This descriptive research analysis the best performance management practice and its impact on employee motivation, loyalty, efficiency and effectiveness in banking sector of Pakistan and suggesting new methods for improving their performance management systems.Design/Methodology- Researcher has used the qualitative research methodology in which Content Analysis technique is being used to interpret data. Questionnaire and Semi-structured Interviews were also conducted from the middle management according to the needs and purpose of the research.Findings: Research findings shows that there is a positive relationship between Loyalty, Motivation and Effectiveness with true Performance Management Systems. Analysis of the data also shows that absence of guidance and feedback in current appraisal system leads to dissatisfaction amongst employees.Practical implications-Current research may be used by HR managers to identify and improve performance management systems to develop employee motivation and loyalty as well as they can build trust, believe in and support the current performance process by implicating new suggestions and solutions. It also provides the literature for future researches.

Why does performance management not perform?

2018 ◽  
Vol 67 (4) ◽  
pp. 673-692 ◽  
Author(s):  
Miguel Pina e Cunha ◽  
Daniel Veiga Vieira ◽  
Arménio Rego ◽  
Stewart Clegg
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Management Practices ◽  
Management Practice ◽  
Poor Performance ◽  
Content Type ◽  
Key Issues ◽  
Increase Productivity ◽  
Practical Implications

Purpose The purpose of this paper is to ask why poor performance management practices persist in Portugal, in the middle of claims to increase productivity. Design/methodology/approach An inductive micro-practice analysis is used to understand barriers to management practice that do not require massive institutional changes. Findings The practice of performance management in Portugal typically displays three weaknesses: (1) insufficient planning (2) process and integrity issues, and (3) a non-meritocratic logic. Research limitations/implications The paper discusses the important topic of persistence of bad practices, showing how institutionalized patterns might be difficult to eradicate even they are suboptimal. Practical implications The authors identity key issues in the functioning of performance management, therefore helping managers in developing remedies to improve the quality of their practice. Originality/value The paper explains the persistence of bad management practice whose continuity hinders not only organizations’ effectiveness but also that of their members.

Merciful yet effective elderly care performance management practices

2015 ◽  
Vol 19 (1) ◽  
pp. 61-69 ◽  
Author(s):  
Jannis Angelis ◽  
Henrik Jordahl
Keyword(s):  
Staff Development ◽  
Performance Management ◽  
Management Practices ◽  
Management Practice ◽  
Elderly Care ◽  
Cost Effective ◽  
The Elderly ◽  
Care Homes ◽  
Content Type ◽  
Private Homes

Purpose – The study aims to compare management practices in private and publicly owned elderly care homes. The demands for cost-effective care combined with emphasis on client experience highlights the importance of appropriate management practices. Design/methodology/approach – The study utilises a survey of 500 homes covering management practices on monitoring, performance management and staff development. These are highly correlated, allowing for treating the practices both in aggregate and individually in the analysis. Additional questions capture information on site and management conditions. Findings – Management practices employed at the elderly care homes vary greatly, with high and low individual scores found in most homes. But private homes consistently score higher than public homes, especially when it comes to incentive practices. Also, elderly care homes of both ownership forms score at the top and bottom of each management practice. But looking at the average management score, there are fewer private homes that score really low and more private homes that score really high. Practical implications – The results identify given characteristics and maturity of the various management practices employed to plan and control operations in the elderly care homes and provides managerial and staff insights into their use. Originality/value – The application and impact of standard management practices has previously been limited in publicly funded services. Little is known about management practices in elderly care and whether the practices are associated with better performance.

scholarly journals The Impact of Human Resource Management Practices on Perceived Organisational Justice

2019 ◽  
Vol 10 (1) ◽  
pp. 219
Author(s):  
Swarts I. ◽  
Leeuw Z. M. ◽  
Mukonza C.
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Simple Random Sampling ◽  
Quantitative Methodology ◽  
Hrm Practices ◽  
Organisational Justice ◽  
The Impact

The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling.  A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.

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