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Thematische Bibliographien / Performance management / Zeitschriftenartikel

Zeitschriftenartikel zum Thema „Performance management“

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Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 6. September 2023

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1

S.Jayakrishna, S. Jayakrishna, N. Sainath N.Sainath, M. V. Subbareddy M.V.Subbareddy und N. Raji Reddy N.Raji Reddy. „Performance Management System“. Indian Journal of Applied Research 1, Nr. 7 (01.10.2011): 145–47. http://dx.doi.org/10.15373/2249555x/apr2012/47.

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2

VIOLET, J. JERLIN, und H. JOSIAH H.JOSIAH. „Performance Management Using Balanced Scorecard“. Indian Journal of Applied Research 4, Nr. 4 (01.10.2011): 1–3. http://dx.doi.org/10.15373/2249555x/apr2014/239.

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3

Dr. C. Swarnalatha, Dr C. Swarnalatha, und T. S. Prasanna T. S. Prasanna. „Performance Management and Employee Engagement“. Indian Journal of Applied Research 2, Nr. 3 (01.10.2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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4

Roy, Swapan Kumar. „An Introduction To Performance Management“. International Journal of Scientific Research 1, Nr. 4 (01.06.2012): 66–68. http://dx.doi.org/10.15373/22778179/sep2012/24.

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5

Kim, Gil-Whan. „Evaluating Inventory Management Performance as Measured by Inventory Management Efficiency“. International Academy of Global Business and Trade 19, Nr. 3 (30.06.2023): 25–43. http://dx.doi.org/10.20294/jgbt.2023.19.3.25.

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Purpose - To measure inventory management performance, we aim to develop a new indicator from which the random variation factor is eliminated. To this end, we propose inventory management efficiency (IME) as a novel metric to which technical efficiency is applied. Design/Methodology/Approach - To properly define IME,we established an inventory turnover function for which the multiplicative model represents the relationship between inventory turnover and its determinants, such as gross margin, capital intensity, and sales surprise, as suggested by Gaur et al. (2005). In addition, based on empirical results and the form of the inventory turnover function, we examine in detail whether the inventory turnover function is well- defined. We then examined the validity of the research model with the inefficiency term, which is a one-sided error, and investigated whether the inventory management inefficiency term exists statistically. Findings - The inventory turnover function suggested in this study is a well-defined function, and IME is an appropriately defined indicator for measuring inventory management performance. Moreover, the actual inventory turnover is determined on average at a level that is less than the maximum inventory turnover expected from the determinants of inventory turnover. Research Implications - IME can be utilized as a newly applicable indicator for evaluating inventory management.

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6

Nawab, Samina, Tahira Nazir, Muhammad Mohsin Zahid und Syed Muhammad Fawad. „Knowledge Management, Innovation and Organizational Performance“. International Journal of Knowledge Engineering-IACSIT 1, Nr. 1 (2015): 43–48. http://dx.doi.org/10.7763/ijke.2015.v1.7.

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7

Pandey, Manoj, und Rajesh Kr Dubey. „Performance Measures in Supply Chain Management“. Indian Journal of Applied Research 4, Nr. 2 (01.10.2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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8

Kumar Dahal, Rewan. „Management accounting practices and organizational performance“. Problems and Perspectives in Management 20, Nr. 2 (13.04.2022): 33–43. http://dx.doi.org/10.21511/ppm.20(2).2022.04.

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Management accounting practices (MAPs) are crucial for manufacturing firms to control diverse organizational operations and improve their organizational performance. The study aimed to analyze the scope of MAPs and their association with the organizational performance of Nepalese manufacturing firms. The outcomes relied on primary data obtained through structured survey from 223 medium to top-level employees of the selected companies. It was found that traditional management accounting practices had greater dominance (β = 0.817, p = 0.000) in the package of MAPs than contemporary management accounting practices (β = 0.707, p = 0.000) in Nepalese manufacturing firms. The extent of use of contemporary management accounting practices was marginally greater (mean = 3.757) than traditional management accounting practices (mean = 3.563). The analysis also disclosed no association of MAPs with organizational performance of Nepalese manufacturing firms. Though the study had a moderately small sample size from the manufacturing industry, future studies may examine the association between MAPs and organizational performance by taking samples of the manufacturing and service industry to ensure comparability and generalizations. The study endeavored to advance management accounting literature by presenting pragmatic evidence on the association of MAPs with organizational performance in the Nepalese scenario.

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9

Schmidle, Timothy P. „Performance Management“. Public Performance & Management Review 35, Nr. 2 (01.12.2011): 370–89. http://dx.doi.org/10.2753/pmr1530-9576350206.

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10

Klingner, Donald E. „Performance Management“. Public Integrity 23, Nr. 6 (02.11.2021): 639–42. http://dx.doi.org/10.1080/10999922.2021.1959207.

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11

Stark, R. „Performance management“. Information Professional 4, Nr. 4 (01.08.2007): 32–33. http://dx.doi.org/10.1049/inp:20070416.

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12

Agarwal, G. K. „Performance Management“. NHRD Network Journal 1, Nr. 2_Special_Issue (Februar 2007): 66–69. http://dx.doi.org/10.1177/0974173920070214s.

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13

Shutler, M., und J. Storbeck. „Performance management“. Journal of the Operational Research Society 53, Nr. 3 (März 2002): 245–46. http://dx.doi.org/10.1057/palgrave.jors.2601345.

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14

Rausch, Peter. „Performance Management“. Informatik-Spektrum 34, Nr. 3 (27.04.2011): 304–8. http://dx.doi.org/10.1007/s00287-011-0537-8.

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15

Engel, Fred. „Performance management“. netWorker 3, Nr. 4 (Dezember 1999): 44–49. http://dx.doi.org/10.1145/323409.328688.

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16

Evans, A. „Performance management“. Postgraduate Medical Journal 72, Nr. 852 (01.10.1996): 639. http://dx.doi.org/10.1136/pgmj.72.852.639.

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17

Saxena, Aseem. „Human Resource Management Practices on Teachers Performance“. Journal of Advances and Scholarly Researches in Allied Education 15, Nr. 4 (01.06.2018): 17–20. http://dx.doi.org/10.29070/15/57126.

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18

Maślanka-Wieczorek, Beata. „Talent management and high performance work system“. JOURNAL OF INTERNATIONAL STUDIES 7, Nr. 1 (20.05.2014): 102–8. http://dx.doi.org/10.14254/2071-8330.2014/7-1/9.

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19

Mohamad Khan, Wahidah Shah, Hamimah Adnan, Ahmad Shazrin Mohamed Azmi und Abdul Hadi Nawawi Muhammad Redza Rosman. „Risk Management and Corporate Real Estate Performance“. Paripex - Indian Journal Of Research 3, Nr. 3 (15.01.2012): 1–6. http://dx.doi.org/10.15373/22501991/mar2014/1.

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20

Kumar, Rajeev. „Performance Measurement in Dairy Supply Chain Management“. Paripex - Indian Journal Of Research 3, Nr. 3 (15.01.2012): 100–101. http://dx.doi.org/10.15373/22501991/mar2014/34.

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21

Kumar, Nikhil. „Advantage of on-Line Performance Management System“. Global Journal For Research Analysis 3, Nr. 5 (15.06.2012): 73–74. http://dx.doi.org/10.15373/22778160/may2014/27.

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22

Rea, Carol A., und David M. Rea. „Managing performance and performance management“. Journal of Management in Medicine 16, Nr. 1 (Februar 2002): 78–93. http://dx.doi.org/10.1108/02689230210428643.

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23

Lebas, Michel J. „Performance measurement and performance management“. International Journal of Production Economics 41, Nr. 1-3 (Oktober 1995): 23–35. http://dx.doi.org/10.1016/0925-5273(95)00081-x.

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24

Barkdoll, Gerald L. „Wobewithus Performance Management“. Public Administration Review 49, Nr. 3 (Mai 1989): 295. http://dx.doi.org/10.2307/977018.

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25

Ntalasha, John, und Jackson Phiri. „Performance Management Systems“. International Journal of Applied Management Sciences and Engineering 7, Nr. 2 (Juli 2020): 57–79. http://dx.doi.org/10.4018/ijamse.2020070104.

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The purpose of this study is to develop a model for evaluating and improving performance in organizations. The design of research is based on Pulakos' performance management process model and follows the mixed methods research approach. The findings of the study reveal factors leading to challenges with performance management systems (PMS) in firms based on Pulakos' performance management process model. The study then provides recommendations for factors that can be used to address challenges with performance management systems in firms. The recommendations made are consistent with the general propositions among leading researchers in this field that effective performance management systems should be simplified, aligned with organizational goals and culture, tailored to the employees and should have strong leadership. The study also generated an integrated process model that can be used as a simplified guide for designing new PM systems, modeling and improving existing PM systems, reviewing and testing PM systems for efficiency, etc.

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26

Van Dooren, Wouter. „Better Performance Management“. Public Performance & Management Review 34, Nr. 3 (01.03.2011): 420–33. http://dx.doi.org/10.2753/pmr1530-9576340305.

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27

Zinsmayer, Philipp. „Marketing Performance Management“. Controlling 26, Nr. 2 (2014): 106–8. http://dx.doi.org/10.15358/0935-0381_2014_2_106.

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28

Dwivedi, Dr Savita. „Employee Performance Management“. International Journal for Research in Applied Science and Engineering Technology 9, Nr. VIII (05.08.2021): 8–19. http://dx.doi.org/10.22214/ijraset.2021.37198.

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29

Crews, Derek. „Reinventing Performance Management“. Archives of Business Research 9, Nr. 6 (11.06.2021): 1–12. http://dx.doi.org/10.14738/abr.96.10267.

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Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.

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30

Gowdy, Elizabeth A., Charles A. Rapp und John Poertner. „Management Is Performance:“. Administration in Social Work 17, Nr. 1 (18.06.1993): 3–22. http://dx.doi.org/10.1300/j147v17n01_02.

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31

Chapman, Ronald W., und Leslie M. Beitsch. „Performance Management Systems“. Journal of Public Health Management and Practice 23, Nr. 3 (2017): 311–14. http://dx.doi.org/10.1097/phh.0000000000000502.

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32

Brumback, Gary. „Performance Management Fundamentals“. Industrial and Organizational Psychology 4, Nr. 2 (Juni 2011): 182–83. http://dx.doi.org/10.1111/j.1754-9434.2011.01321.x.

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33

Pelloneová, Natalie. „Cluster performance management“. ACC Journal 26, Nr. 2 (September 2020): 94–100. http://dx.doi.org/10.15240/tul/004/2020-2-008.

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The presented article is based on research evaluating the impact of cluster organisations on the financial performance of member entities. The author’s doctoral thesis examines whether there is a difference in the financial performance of cluster organisations created through the bottom-up and the top-down approaches, under the conditions existing in the Czech Republic. Both types of clusters that meet the condition of maturity (established before or in 2012) and of a high degree of activity were selected for the research. The financial performance of member business entities was assessed using the following indicators: ROA, ROE, ROS, EVA, EVA/employee and EVA/sales. The aim of the research was to demonstrate whether public support for clusters would be reflected in member entities’ better financial performance. The final part of the paper then summarises and discusses the findings.

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34

Isaac Mwita, John. „Performance management model“. International Journal of Public Sector Management 13, Nr. 1 (Februar 2000): 19–37. http://dx.doi.org/10.1108/09513550010334461.

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35

Van Peursem, K. A., M. J. Prat und S. R. Lawrence. „Health management performance“. Accounting, Auditing & Accountability Journal 8, Nr. 5 (Dezember 1995): 34–70. http://dx.doi.org/10.1108/09513579510103254.

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36

Natale, Samuel M., Anthony F. Libertella und Brian Rothschild. „Team performance management“. Team Performance Management: An International Journal 1, Nr. 2 (Juni 1995): 6–13. http://dx.doi.org/10.1108/13527599510075236.

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37

Bourne, Mike, Monica Franco und John Wilkes. „Corporate performance management“. Measuring Business Excellence 7, Nr. 3 (September 2003): 15–21. http://dx.doi.org/10.1108/13683040310496462.

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38

Boyde, T. R. C. „Medical Performance Management“. Journal of the Royal Society of Medicine 97, Nr. 4 (April 2004): 204–5. http://dx.doi.org/10.1177/014107680409700420.

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39

Robertson, Ivan, Patrick Gibbons, Helen Baron, Rab MacIver und Gill Nyfield. „Understanding Management Performance“. British Journal of Management 10, Nr. 1 (März 1999): 5–12. http://dx.doi.org/10.1111/1467-8551.00107.

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40

Baumöl, Ulrike. „IT-Performance-Management“. Controlling 20, Nr. 10 (2008): 511–12. http://dx.doi.org/10.15358/0935-0381-2008-10-511.

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41

Möller, Klaus, Marten Schläfke und Carsten Schönefeld. „Wirkungsorientiertes Performance Management“. Controlling 23, Nr. 7 (2011): 372–78. http://dx.doi.org/10.15358/0935-0381-2011-7-372.

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42

Boyde, T. R. C. „Medical performance management“. JRSM 97, Nr. 4 (31.03.2004): 204–5. http://dx.doi.org/10.1258/jrsm.97.4.204.

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43

Bender, Tobias. „Innovation Performance Management“. Controlling 34, Nr. 6 (2022): 72–74. http://dx.doi.org/10.15358/0935-0381-2022-6-72.

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44

McGill, Ronald. „Urban management performance“. Cities 12, Nr. 5 (Oktober 1995): 337–51. http://dx.doi.org/10.1016/0264-2751(95)00070-3.

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45

Srinivas, Srikanth. „EFFECTIVE PERFORMANCE MANAGEMENT“. Journal of Business Logistics 30, Nr. 2 (September 2009): 85–100. http://dx.doi.org/10.1002/j.2158-1592.2009.tb00113.x.

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46

Brunnert, Andreas, Christian Vögele, Alexandru Danciu, Matthias Pfaff, Manuel Mayer und Helmut Krcmar. „Performance Management Work“. WIRTSCHAFTSINFORMATIK 56, Nr. 3 (11.04.2014): 197–99. http://dx.doi.org/10.1007/s11576-014-0414-6.

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47

Brunnert, Andreas, Christian Vögele, Alexandru Danciu, Matthias Pfaff, Manuel Mayer und Helmut Krcmar. „Performance Management Work“. Business & Information Systems Engineering 6, Nr. 3 (11.04.2014): 177–79. http://dx.doi.org/10.1007/s12599-014-0323-7.

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48

Riswan, Riswan. „PERANAN AKUNTANSI TERHADAP MANAJEMEN KEUANGAN USAHA KECIL MENENGAH (UKM) DAN KOPERASI DI INDONESIA“. Performance 23, Nr. 2 (10.08.2017): 110. http://dx.doi.org/10.20884/1.performance.2016.23.2.274.

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This article discusses the importance of accounting for SMEs and cooperatives, accounting Role Of Financial Management of SMEs and cooperatives in Indonesia and Accountability accounting for SMEs and Cooperatives in Indonesia.

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49

de Waal, André A. „Successful performance management? Apply the strategic performance management development cycle!“ Measuring Business Excellence 11, Nr. 2 (05.06.2007): 4–11. http://dx.doi.org/10.1108/13683040710752698.

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50

MyoHtike, Zin. „IMPACT THE MANAGEMENT IMPLEMENTATION LEVELS ON SME. PERFORMANCE“. International Journal of Psychosocial Rehabilitation 24, Nr. 04 (29.02.2020): 1533–42. http://dx.doi.org/10.37200/ijpr/v24i4/pr201121.

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