scholarly journals CONSIDERING NONLINEAR CONNECTIONS IN THE INDIVIDUAL PERFORMANCE MANAGEMENT MODEL

2021 ◽  
Vol 18 (32) ◽  
Author(s):  
Vesna Čančer ◽  
Živana Veingerl Čič ◽  
Simona Šarotar Žižek
Keyword(s):  
Performance Management ◽  
Conceptual Model ◽  
Service Sector ◽  
Employee Performance ◽  
Well Being ◽  
Individual Performance ◽  
Performance Management Systems ◽  
Individual Employee ◽  
Nonlinear Connections ◽  
The Individual

To discuss nonlinear connections between constructs of the conceptual model of individual employee performance management in Slovenian service sector. Constructs were analyzed with the validated measurement instrument, adapted to the Slovenian context due to preliminary research. Existence of significant nonlinear connections between them was checked by structural equation modeling. The software tool Warp PLS 5.0. based on the Warp2 algorithm was used. Holistic employee development methods significantly improve employees’ work satisfaction, individual performance, and well-being. The quality of the conceptual model obtained with Warp PLS 5.0 supports the consideration of nonlinear connections between constructs. They exist between the constructs of the conceptual model of the individual employee performance management system in e.g. the Slovenian service sector. Results make employees and managers aware that existing performance management systems are inadequate. Hence, one must place this knowledge of the situation and trends of individual work performance as the basis for sensible management action, including new performance management systems based on a requisitely holistic approach, focusing on the individuals and their performance, not on the performance management system. The designed employee performance model is individually oriented and applies mentoring, coaching, sponsorship and intergenerational cooperation. It clarifies how one can use holistic employee development to improve individual employee performance, job satisfaction, and well-being.

Conducting Midterm Performance Reviews: An Exercise for Teaching Performance Management

2017 ◽  
Vol 3 (1) ◽  
pp. 7-19
Author(s):  
Rebecca A. Bull Schaefer
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Individual Performance ◽  
Performance Management Systems ◽  
Face To Face ◽  
Performance Review ◽  
Performance Reviews ◽  
Multiple Measure ◽  
Full Class

Although the annual performance review has received much criticism from practitioners and researchers alike, organizations continue to use coaching and/or reviews to maximize employee effectiveness and minimize liabilities. A semester class is a great context to practice skills relating to tracking and reviewing performance. This article describes how management instructors can implement performance reviews as an experiential exercise designed to improve students’ confidence related to receiving performance feedback. During a “Performance Appraisal Week,” instructors conduct individual performance reviews designed to discuss individual students’ class performance and elicit student–teacher feedback. Students experience the emotions of a professional face-to-face review, practice multiple-source and multiple-measure feedback interpretation, engage in performance-related dialogue, and consider plans to meet goals. During a full-class reflection and debrief, students apply concepts and discuss elements of performance management systems, and they build their confidence in how to navigate performance-related feedback discussions.

scholarly journals Pengaruh Motivasi Intrinsik Komunikasi Verbal Kompensasi Finansial Terhadap Kinerja Individual Karyawan

2021 ◽  
Vol 9 (1) ◽  
pp. 35-44
Author(s):  
Afif Joko Purnomo ◽  
Prayekti Prayekti ◽  
Jajuk Herawati
Keyword(s):  
Intrinsic Motivation ◽  
Sampling Method ◽  
Employee Performance ◽  
Sampling Technique ◽  
Individual Performance ◽  
Verbal Communication ◽  
Financial Compensation ◽  
Civil Registration ◽  
Individual Employee ◽  
Communication Variable

ABSTRACT This study aims to examine whether the effect of intrinsic motivation, verbal communication, financial compensation, on individual employee performance. The research took place at the Department of Population and Civil Registration of Bantul Regency. The sampling method was nonprobability, and the sampling technique used purposive sampling. Data collection was carried out by means of a questionnaire which was directly submitted to the Department of Population and Civil Registration of Bantul Regency. The number of questionnaires that were processed was 48 questionnaires. Data were analyzed using SPSS 23 The results of the t-test research. has an influence on Employee Individual Performance (Y), Based on the results of data processing the Verbal Communication variable has a t-count smaller than t-table (1.024 <1.681) with a probability (0.312) greater than the significant level of 0.05, thus Communication Verbal (X2) partially has no effect on Employee Individual Performance (Y). 0.05, thus Financial Compensation (X3) partially has an effect on Individual Employee Performance (Y). And the f test can be seen that the calculated F value is 5.345 and the f table value is 1.681. The value of F count> F table and the sig value of 0.003 <0.05 (α) so that hypothesis 4 has a positive and significant effect on Intrinsic Motivation, Verbal Communication, Financial Compensation, on Kryawan's Individual Performance at the Department of Population and Civil Registration, Bantul Regency Key words: Influence of Intrinsic Motivation, Verbal Communication, Financial Compensation, Against Individual Employee Performance in the Department of Population and Civil Registration, Bantul Regency.

scholarly journals EMPLOYEE PERFORMANCE IN HIGH STRESSED INDIAN GARMENT INDUSTRY; A STUDY ON DESIGN & PRODUCTION HOUSE - STYLE VARIATIONS IN NEW DELHI (INDIA)

2021 ◽  
Vol 7 (1) ◽  
pp. 25-38
Author(s):  
Sharan Sharmila ◽  
◽  
Jha Vibhuti
Keyword(s):  
Work Stress ◽  
Work Experience ◽  
Negative Impact ◽  
Employee Performance ◽  
Human Life ◽  
Individual Performance ◽  
Workplace Stress ◽  
Work Place ◽  
Individual Employee ◽  
Production House

Being universal phenomenon, stress is experienced in everyday human life especially among individuals who work in different industrial set-ups at various levels of jobs. With changing work expectations, competition & environment, increasing workloads and work place politics, stress has become an integral part of employees’ life and affects individual performance. Also, due to an employee’s psychological and physiological reactions to work situation factors directly or indirectly influence the stress to appears, as resultant. Though certain level of work stress instigates the efficiency of work in positive but more stress causes negative impact on individual employee and in turn to organization too. Employees handle such stress without letting it influence their performances but fail to do so with growing work stress beyond certain level. On organization side, it also depends upon type of industry and nature of competition faced by the organization in market. On individual side, this stress impact on performance varies with work experience, demographics and length of service years. In order or assess workplace stress and its influence on individual employee, this study is done on a garment manufacturing organization in India, which is prone to high work stress due to its competitive nature of business.

E-Performance Systems

2011 ◽  
Vol 3 (1) ◽  
pp. 50-57
Author(s):  
Abdulaziz Al-Raisi ◽  
Saad Amin ◽  
Saad Tahir
Keyword(s):  
Performance Management ◽  
Intellectual Capital ◽  
Employee Performance ◽  
Organisational Change ◽  
Business Environment ◽  
Intangible Asset ◽  
Performance Management Systems ◽  
Tangible Asset ◽  
The Impact ◽  
A Company

Organizations are looking for solutions to manage and maximize the performance of their workforce. They recognize that there has been a shift in the business environment from a tangible asset economy to an intangible asset economy. The value of a company is comprised of employee knowledge, brand, and intellectual capital rather than inventories, goods, and machinery. As a result of this, organizations are relying on the technological solutions to monitor and improve employee performance and productivity. Several technological solutions such as Electronics Performance Management Systems (e-PMS) are being used by many organisations to monitor the performance. This paper attempts to assess the impact of e-PMS in the organisational change. A model is proposed based on empirical results.

scholarly journals Managerial strategies of the personal values, used to improve engineers communication

2019 ◽  
Vol 290 ◽  
pp. 07004
Author(s):  
Mihaela Laura Bratu ◽  
Lucian-Ionel Cioca
Keyword(s):  
Employee Performance ◽  
Personal Values ◽  
Management Strategies ◽  
Well Being ◽  
Workplace Communication ◽  
Individual Values ◽  
Internal Standards ◽  
The Everyday ◽  
Managerial Strategies ◽  
The Individual

Every person can be described by his behavior in certain situations, but also by the motivation of his actions, a motivation that reflects the individual values. The set of values of each individual is reflected in the everyday tasks, the way of communication, the degree of success of his actions. The higher the values apply in a wider area of life, the higher the personal satisfaction of the individual. Personal values are the internal standards and, at the same time, the inner force that determines us to learn, work and live in a certain way. The paper presents a study of a group of 116 engineers from different fields who sought to identify personal values in order to improve communication at the workplace. It was used The Inventory of Personal Values that measured the analyzed variable. The findings of the research are that management strategies that value the practical and organizational spirit of engineers improve workplace communication, increase employee performance and improve their well-being.

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

2006 ◽  
Vol 2 (2) ◽  
pp. 253-277 ◽  
Author(s):  
Angelo S. DeNisi ◽  
Robert D. Pritchard
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Improvement ◽  
Individual Performance ◽  
Future Research ◽  
Improve Performance ◽  
Performance Management Systems ◽  
Recent Trends ◽  
And Performance ◽  
The Right

Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

scholarly journals Effectiveness of Individual Performance Dialogue on Employee Performance (Case Studies on Civil Servants of the Ministry of Finance in City of Semarang)

2021 ◽  
Vol 6 (1) ◽  
pp. 58-74
Author(s):  
Ni Made Watimena Sudiarti ◽  
Edi Noersasongko ◽  
Yuventius Tyas Catur Pramudi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Management Practices ◽  
Employee Performance ◽  
Individual Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Structured Interviews ◽  
Ministry Of Finance ◽  
Bureaucratic Reform

Bureaucratic Reform in human resources began with the birth of Law No. 5 of 2014 on State Civil Apparatus (ASN). The new paradigm in the ASN Law makes ASN employees a profession that has an obligation to conduct self-development and must take responsibility for performance and apply merit principles in the implementation of ASN management. The Ministry of Finance followed up the Bureaucratic Reform in hr with performance management policies. Performance management in the Environment of the Ministry of Finance consists of three main stages, namely planning, monitoring, and determining performance results and evaluation.  Performance evaluation results determine the performance value of employees and organizations, which affects employee careers and compensation. The solution by the Ministry of Finance is to implement management practices called Organizational Performance Dialogue (DKO) and Individual Performance Dialogue (DKI) whose main purpose is to improve the performance of employees and organization. This research is explanatory, where the research method used is Partial Least Square (PLS), with software for analysis using SmartPLS. Data collection instruments using questionnaires and structured interviews with research respondents are employees of the Ministry of Finance in Semarang City area. This research aims to know the effectiveness of performance dialogue on employee performance, so that the results are expected to be a reference in management practices in organizational units in the environment of the Ministry of Finance in an effort to improve the performance of employees and organizations. Keywords:Effectiveness, Individual factors, Leadership factors, Performance dialogue, Employee performance

scholarly journals Book review: Organisational behaviour: A contemporary South African perspective

2004 ◽  
Vol 30 (3) ◽  
Author(s):  
Andrew Thatcher
Keyword(s):  
Performance Management ◽  
South African ◽  
Undergraduate Students ◽  
Work Motivation ◽  
Human Resources Management ◽  
Interdisciplinary Approach ◽  
Organisational Change ◽  
Well Being ◽  
Organisational Behaviour ◽  
The Individual

Authors: Helen Schultz (Ed.), Jeffrey Bagraim, Tracy Potgieter, Conrad Viedge, Amanda Werner Publisher: Van Schaik Publishers According to the authors the aim of this book is to present an interdisciplinary approach to the understanding of organisational behaviour within the contemporary South African environment. Within this framework, the book targets (senior) undergraduate and postgraduate students in Industrial/Organisational Psychology and Human Resources Management. The text is written in a simple, conversational style (as was the intention of the authors) that should be suitable for most undergraduate students at English-speaking tertiary institutions. The book is organised into three sections based on a model of four components of organizational behaviour: the individual, the group and the organisation. The fourth component of the model, the environment, refers specifically in the context of this book, to a contemporary South African approach to understanding behaviour in organisations. In the ‘individual’ section, the authors cover topics such as individual differences (e.g. personality, attitudes, perceptions, emotional intelligence, etc.), ethics, work motivation, and performance management. In the ‘group’ section, the authors look at issues of group and team dynamics, power and empowerment, communication, decision-making and leadership. Finally, in the ‘organisation’ section, the authors address issues of contemporary organisational design, organisational change and employee well-being (e.g. stress management, job satisfaction, etc.).

A Conceptual Model of Small Business Owners’ Unique Retirement Decisions: Multilevel Antecedents and Retirement Adjustment Consequences

2020 ◽  
Vol 6 (3) ◽  
pp. 146-152
Author(s):  
Valeria Alterman ◽  
Ariane Froidevaux ◽  
Ulrike Fasbender ◽  
Jiangpei Xie
Keyword(s):  
Small Business ◽  
Conceptual Model ◽  
Well Being ◽  
Business Owners ◽  
Psychological Ownership ◽  
Small Business Owners ◽  
Business Partners ◽  
Related Family ◽  
Retirement Decisions ◽  
The Individual

Abstract The research on small business owners’ (SBOs’) retirement process has been very limited in the literature. In this commentary, we first outline SBOs’ 4 specific retirement decision options, including family succession, retire from management while maintaining ownership, independent sale, and liquidation. We then examine their unique multilevel antecedents that may shape SBOs’ retirement decisions at the individual (e.g., psychological ownership), relational (e.g., business-related family conflict and potential successor), and business (e.g., presence of business partners and business financial value) levels. Next, we explain how SBOs’ specific retirement decisions may shape their retirement adjustment in terms of both psychological and financial well-being. The overall purpose of this article is to provide a conceptual model of SBOs’ unique retirement decisions to support the understanding of SBO’s retirement process and help the literature move forward on this topic.

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