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Journal articles on the topic 'Performance management systems'

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Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

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1

Ntalasha, John, and Jackson Phiri. "Performance Management Systems." International Journal of Applied Management Sciences and Engineering 7, no. 2 (July 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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2

Chapman, Ronald W., and Leslie M. Beitsch. "Performance Management Systems." Journal of Public Health Management and Practice 23, no. 3 (2017): 311–14. http://dx.doi.org/10.1097/phh.0000000000000502.

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3

Newcomer, Kathryn, and Sharon Caudle. "Public Performance Management Systems." Public Performance & Management Review 35, no. 1 (September 1, 2011): 108–32. http://dx.doi.org/10.2753/pmr1530-9576350106.

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4

Sharif, Amir M. "Benchmarking performance management systems." Benchmarking: An International Journal 9, no. 1 (March 2002): 62–85. http://dx.doi.org/10.1108/14635770210418588.

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5

Haney, Christopher M., Grady Coomes, Laura Fiffick, Lauren Seydewitz, Amanda Smith, and Randall Booker. "Management Systems Improve Performance." Opflow 38, no. 12 (December 2012): 10–14. http://dx.doi.org/10.5991/opf.2012.38.0075.

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6

Ahmed Mohsen Mohammed, Al-Nakib Noofal, and Wang Hu. "Using Management Information Systems (MIS) to Boost Corporate Performance." International Journal of Management Science and Business Administration 1, no. 11 (2015): 55–61. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.111.1006.

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The study emphasizes the importance of Management information systems (MIS) for corporate performance. Prior studies have been reviewed to substantiate theories that explain how Management information systems (MIS) affect corporate performance. Management information system (MIS) is providing information that relates to possible future events, efficiency, output rates, information on the effect of various events, that relate to the impact that the employees’ decision has on the performance of other departments. Furthermore, greater management information system capability leads to a higher degree of strategic performance. These and many other factors are suggested to be critical features of MIS that have a direct impact on financial and strategic performance of companies.

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Koliba, Christopher, Erica Campbell, and Asim Zia. "Performance Management Systems of Congestion Management Networks." Public Performance & Management Review 34, no. 4 (May 24, 2011): 520–48. http://dx.doi.org/10.2753/pmr1530-9576340405.

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8

Hourneaux Jr, Flavio, Julio Araujo Carneiro-da-Cunha, and Hamilton Luiz Corrêa. "Performance measurement and management systems." Managerial Auditing Journal 32, no. 2 (February 6, 2017): 148–66. http://dx.doi.org/10.1108/maj-11-2015-1277.

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Purpose Managerial usage of performance measurement and management systems (PMMS) is commonly far from what theory advocates as ideal. Based on this, the purpose of this paper is to identify the justifications for using PMMS and how much each of them explains the actual use of these systems. Design/methodology/approach An empirical survey was conducted with 149 manufacturing companies’ managers as respondents. Descriptive statistics analysis and factorial analysis were performed with multivariate analysis to test proposed hypotheses. Findings The results for all the companies surveyed are similar for the four dimensions – monitoring, focus, strategic decision-making and legitimization. Only monitoring dimension presents a difference between larger and smaller companies. There is no difference in the other three dimensions. As for the source of capital, there is no difference in any of the four dimensions. It evidences that companies do not seem to be mature enough in the full usage of their PMMS. Research limitations/implications Data are related only to a sample of São Paulo manufacturing companies and should not be fully considered in different contexts without the proper awareness of ambiance differences. Practical implications There is still room for organizations to improve their performance measurement systems as managers could learn how to better avail themselves of the information from the PMMS. Brazilian policymakers could support this process through policies and programs that incentivize manager to gain education in PMMS. Social implications Small and medium enterprises (SMEs) should be supported by policymakers (through learning programs or internal monitoring incentives) to improve their measurement performance systems usage capabilities. Originality/value Discussion was based on data from an emerging country where there are mostly SMEs and companies have to deal with more contingencies and restrictions. Although the lack of resources tends to diminish a more effective usage of these systems, PMMS are mostly directed to monitoring issues.

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9

Douwe P. Flapper, Simme, Leonard Fortuin, and Paul P. M. Stoop. "Towards consistent performance management systems." International Journal of Operations & Production Management 16, no. 7 (July 1996): 27–37. http://dx.doi.org/10.1108/01443579610119144.

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10

TURNER, I. "Measuring performance: environmental management systems." International Zoo Yearbook 43, no. 1 (January 2009): 82–90. http://dx.doi.org/10.1111/j.1748-1090.2008.00071.x.

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11

Frederiksen, Anders, Lisa B. Kahn, and Fabian Lange. "Supervisors and Performance Management Systems." Journal of Political Economy 128, no. 6 (June 2020): 2123–87. http://dx.doi.org/10.1086/705715.

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12

Brunnert, Andreas, Christian Vögele, Alexandru Danciu, Matthias Pfaff, Manuel Mayer, and Helmut Krcmar. "Performance Management Work." WIRTSCHAFTSINFORMATIK 56, no. 3 (April 11, 2014): 197–99. http://dx.doi.org/10.1007/s11576-014-0414-6.

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13

Stark, R. "Performance management." Information Professional 4, no. 4 (August 1, 2007): 32–33. http://dx.doi.org/10.1049/inp:20070416.

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14

Sin-Geun Song. "The Successful Management Practices of Performance Management Systems." Korea International Accounting Review ll, no. 42 (April 2012): 143–60. http://dx.doi.org/10.21073/kiar.2012..42.007.

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15

Bose, Ranjit. "Understanding management data systems for enterprise performance management." Industrial Management & Data Systems 106, no. 1 (January 2006): 43–59. http://dx.doi.org/10.1108/02635570610640988.

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16

Rausch, Peter. "Performance Management." Informatik-Spektrum 34, no. 3 (April 27, 2011): 304–8. http://dx.doi.org/10.1007/s00287-011-0537-8.

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17

Olusola, Maitanmi. "Evaluation of Content Management Systems Performance." IOSR Journal of Computer Engineering 9, no. 4 (2013): 62–69. http://dx.doi.org/10.9790/0661-0946269.

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18

Hunt, H. Allan. "Performance Management in Workers' Compensation Systems." Employment Research 12, no. 1 (January 2005): 1–4. http://dx.doi.org/10.17848/1075-8445.12(1)-1.

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19

Ahmed, Khawlah, and Mujo Mesonovich. "Learning Management Systems and Student Performance." International Journal for e-Learning Security 8, no. 1 (March 30, 2019): 582–91. http://dx.doi.org/10.20533/ijels.2046.4568.2019.0073.

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20

Young, Scott T. "Hospital Materials Management: Systems and Performance." Journal of Purchasing and Materials Management 25, no. 3 (September 1989): 31–35. http://dx.doi.org/10.1111/j.1745-493x.1989.tb00488.x.

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21

Banks, James H. "Performance Measurement for Traffic Management Systems." Transportation Research Record: Journal of the Transportation Research Board 1634, no. 1 (January 1998): 39–45. http://dx.doi.org/10.3141/1634-05.

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Performance measurement refers to attempts to quantify some aspect of the performance of an organization. A study was conducted to analyze needs, opportunities, and techniques for measuring performance of transportation management centers (TMCs). Opportunities and needs were identified by analyzing the interrelationships among performance measurement objectives, objects, and study designs. This analysis suggests that before-and-after evaluation studies of traffic management actions and monitoring of traffic data to detect system changes are the most appropriate forms of performance measurement for TMCs. Important potential measures of effectiveness for traffic management systems include travel time and related measures, ramp delay, traffic volumes, accident rates, traffic information accuracy, incident duration, and equipment status. Techniques are available for quantifying these measures, although there are a number of concerns with data accuracy, especially where travel times are estimated from loop-detector data. Case studies of two California TMCs suggest that, although sophisticated data collection systems are available or planned, the institutional infrastructure to carry out performance measurement may be lacking.

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22

Blahova, Michaela, Premysl Palka, and Parissa Haghirian. "Remastering contemporary enterprise performance management systems." Measuring Business Excellence 21, no. 3 (August 21, 2017): 250–60. http://dx.doi.org/10.1108/mbe-12-2016-0060.

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Purpose This paper aims to investigate current trends in selected management systems and analyses their mutual synergy effects to remaster contemporary enterprise performance management systems in the business sphere. Design/methodology/approach This research involves assembling key academic texts and other literature on the subject of changes in management systems worldwide and their influence on remastering contemporary enterprise performance management systems. The literature is reviewed using a systematic approach. More than 3,000 papers and studies are identified and content analysed. Findings The main trends and emerging themes of management practices in the current business world and their synergy effects are identified, reviewed and classified. Originality/value The field of performance management systems and their remastering based on individual corporate needs is an emergent area of study. This paper is relevant to academics, as well as the corporate world, because it introduces summarized results from an extensive number of published studies on the topic of trends in current management systems, their mutual synergy effects and their influence on performance management systems.

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23

Laitinen, Erkki K., and Tarmo Kadak. "Explaining success of performance management systems." International Journal of Productivity and Performance Management 68, no. 2 (February 11, 2019): 362–88. http://dx.doi.org/10.1108/ijppm-01-2018-0005.

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PurposeThe purpose of this paper is to use the logical chain of key factors (KFs) to explain the success of performance management systems (PMS) and corporate performance.Design/methodology/approachThe authors use the strength of the KFs chain to capture PMS success. First, the authors assume that perceived environmental uncertainty (PEU) is positively associated with the strength (H1). The higher the PEU, the stronger is the chain as a response to uncertainty. Second, the authors assume that the strength improves performance (H2) but third, that the impact of the strength is negatively moderated by competition (H3). Fourth, the authors assume that this improvement leads to superior corporate performance (H4). The research model is tested by applying the partial least squares method for a sample of 61 Estonian and Finnish firms.FindingsEmpirical evidence shows that PEU is negatively correlated to the strength of the chain but when controlled for a set of control variables, the path coefficient is positive. The strength of the chain is positively associated with improvement in performance. The impact of the strength of the chain on financial performance is negatively moderated by competition. The improvement in performance is positively associated with the attainment level of strategic goals. The improvement in non-financial performance does not significantly affect corporate profitability.Practical implicationsThe levels of PEU and competition should be taken into the account when designing, adjusting and assessing the PMS of organization.Originality/valueThe authors give explanation why evidence about the effects of PMS on the performance of the firm is mixed.

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24

Chawan, Vinaysingh. "Performance measurement of revenue management systems." International Journal of Business Excellence 14, no. 3 (2018): 380. http://dx.doi.org/10.1504/ijbex.2018.089798.

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Chawan, Vinaysingh. "Performance measurement of revenue management systems." International Journal of Business Excellence 14, no. 3 (2018): 380. http://dx.doi.org/10.1504/ijbex.2018.10010422.

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26

Broadbent, Jane, and Richard Laughlin. "Performance management systems: A conceptual model." Management Accounting Research 20, no. 4 (December 2009): 283–95. http://dx.doi.org/10.1016/j.mar.2009.07.004.

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27

Schweitzer, Paul J., Abraham Seidmann, and Paulo B. Goes. "Performance management in flexible manufacturing systems." International Journal of Flexible Manufacturing Systems 4, no. 1 (August 1991): 17–50. http://dx.doi.org/10.1007/bf01325095.

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28

Vieira, Rui, Brendan O’Dwyer, and Roman Schneider. "Aligning Strategy and Performance Management Systems." Organization & Environment 30, no. 1 (August 1, 2016): 3–26. http://dx.doi.org/10.1177/1086026615623058.

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This article presents a case study examining the problems and possibilities of performance management in a wind-farm company. Drawing on Ferreira and Otley’s recently developed performance management systems (PMSs) framework, the study demonstrates how the framework facilitates in-depth, holistic, and critical evaluations of existing PMSs, and how these evaluations can drive the development of revised PMSs that balance economic, social, and environmental goals. This integrated focus on PMS evaluation and design is unique as earlier work seeking to develop systems to promote and measure sustainable performance tends to establish them in isolation from informed evaluations of existing systems. Drawing on the case analysis, the article proposes a form of “sustainable balanced scorecard” to enable a company to streamline its management decision making. It also offers guidance for companies on the development of PMSs that can contribute to their survival and growth in a wind energy sector characterized by increasing competition.

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Gonzalez Prieto, Alberto, and Rolf Stadler. "Adaptive Performance Management for SMS Systems." Journal of Network and Systems Management 17, no. 4 (October 6, 2009): 397–421. http://dx.doi.org/10.1007/s10922-009-9139-z.

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30

Shyam, Gopal, and Shankar Ramamoorthy. "Performance Management in Cloud Computing." ECS Transactions 107, no. 1 (April 24, 2022): 1245–53. http://dx.doi.org/10.1149/10701.1245ecst.

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Cloud service providers encounter a challenge in managing remote resources due to the dynamic nature of the cloud environment. The complexity of the process is increased by the requirement of maintaining service quality in line with customer expectations, as well as the extremely dynamic nature of cloud-hosted applications. As a result of developments in big data learning methodologies, traditional systems have given way to intricate systems. In the existing studies, it is shown that the resource adjustment decision-making process is intimately linked to the system's behavior, including resource utilization and application components. The most essential requirements and restrictions in cloud resource management, as well as workload and anomaly analysis approaches in the context of cloud performance management, are discussed in this paper. The related works are provided, with major methodologies in current studies ranging from data analysis to performance techniques. Finally, a list of open challenges is compiled, taking into account the identified gaps in the overall direction of the tasks under consideration.

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31

Chawan, Vinaysingh. "Enhancing revenue management systems performance with CRM systems data." International Journal of Business Information Systems 27, no. 4 (2018): 493. http://dx.doi.org/10.1504/ijbis.2018.090289.

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32

Chawan, Vinaysingh. "Enhancing revenue management systems performance with CRM systems data." International Journal of Business Information Systems 27, no. 4 (2018): 493. http://dx.doi.org/10.1504/ijbis.2018.10011208.

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33

Korneyev, Maxim, Ivan Berezhniuk, Volodymyr Dzhyndzhoian, Natalia Nebaba, and Sergiy Voytov. "Efficiency assessment of banking systems’ performance." Banks and Bank Systems 17, no. 3 (September 8, 2022): 72–88. http://dx.doi.org/10.21511/bbs.17(3).2022.07.

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Globalization processes define the modern trends in world economic development, including both international financial markets and the banking systems of different countries. The study aims to evaluate the efficiency of the banking systems of Ukraine and 17 European countries in order to choose the appropriate measures, concerning its increasing. The Data Envelopment Analysis (DEA) was chosen as a tool for evaluating the efficiency of the banking systems; the calculations were made using the Banxia Frontier Analyst software. Also, the BBC and CCR models of linear programming were used to define the existing relationship between the studied indicators. As a result of the study, the groups of efficient and inefficient banking systems were identified, which allowed determining the existing reserves, possible managerial tools and decisions for improving the inefficient banking systems’ performance. Besides, graphical interpretation of the current position (rank) of certain country bank system in relation to other countries’ banking systems was presented. The developed approach is aimed at improving bank management at the macro level and enhancing the efficiency of banking systems.

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34

Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (June 11, 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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35

Otley, David. "Performance management: a framework for management control systems research." Management Accounting Research 10, no. 4 (December 1999): 363–82. http://dx.doi.org/10.1006/mare.1999.0115.

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36

Moore, P., and D. M. Page. "The Delco Performance Management System." Journal of Navigation 38, no. 3 (September 1985): 413–22. http://dx.doi.org/10.1017/s037346330003277x.

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Since the early nineteen-seventies, when the price of fuel went up so dramatically, airlines have been seeking methods of saving fuel. Climb, cruise and descent speeds were refined to give the most economical operation. Advisory systems came on the market, but these did little more than give crews information which could be obtained from operations manuals. Then equipment such as performance management systems (PMS) and flight management systems (FMS) was produced. The potential of these systems can be measured by the number of airlines who have purchased the equipment, and also by the fact that most of the new generation of aircraft are being built with PMS as part of the standard aeroplane.

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37

Jatmiko, Udik. "Management Accounting Information Systems, Performance Measurement Methods and Reward Systems in Influencing Managerial Performance." International Journal on Social Science, Economics and Art 11, no. 4 (February 27, 2022): 180–89. http://dx.doi.org/10.35335/ijosea.v11i4.67.

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The problem that is the indication of management accounting information system policies, performance measurement methods, and reward systems that are less effective, so that they are felt to affect managerial performance. The number of samples obtained from the total population in as many as 32 people. Data analysis techniques using validity and reliability tests, multiple linear regression tests, t tests and F tests. The results of the research carried out obtained that partially the application of management accounting information systems to managerial performance. The performance measurement method has a positive and significant effect on managerial performance. The reward system has a positive and significant effect on managerial performance. Simultaneously the application of management accounting information systems, performance measurement methods and reward systems have an effect on managerial performance with a significant value of F 0.001 < sig. 0.05. Management should always pay attention to the development of the systems implemented, including the application of management accounting information systems, performance measurement methods and reward systems in order to achieve the effectiveness of managerial performance.

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38

Bititci, Umit, Paola Cocca, and Aylin Ates. "Impact of visual performance management systems on the performance management practices of organisations." International Journal of Production Research 54, no. 6 (February 10, 2015): 1571–93. http://dx.doi.org/10.1080/00207543.2015.1005770.

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39

Chang Lee, Kun, Sangjae Lee, and In Won Kang. "KMPI: measuring knowledge management performance." Information & Management 42, no. 3 (March 2005): 469–82. http://dx.doi.org/10.1016/j.im.2004.02.003.

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40

Bianchi, Carmine, and William C. Rivenbark. "A Comparative Analysis of Performance Management Systems." Public Performance & Management Review 35, no. 3 (March 1, 2012): 509–26. http://dx.doi.org/10.2753/pmr1530-9576350307.

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41

Dawson, R., J. Hall, and J. Davis. "Performance-based management of flood defence systems." Water Management 157, no. 1 (March 2004): 3–44. http://dx.doi.org/10.1680/wama.157.1.3.36780.

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42

Dawson, R., J. Hall, and J. Davis. "Performance-based management of flood defence systems." Water Management 157, no. 1 (March 2004): 35–44. http://dx.doi.org/10.1680/wama.157.1.35.36784.

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Dawson, R., J. Hall, and J. Davis. "Performance-based management of flood defence systems." Proceedings of the Institution of Civil Engineers - Water Management 157, no. 1 (March 2004): 35–44. http://dx.doi.org/10.1680/wama.2004.157.1.35.

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Okwir, Simon, Umit Bititci, and Yilsy Maria Nùnez. "Factors that Affect Collaborative Performance Management Systems." Academy of Management Proceedings 2020, no. 1 (August 2020): 12584. http://dx.doi.org/10.5465/ambpp.2020.12584abstract.

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Shvartsburg, L. E., and А. S. Vikharev. "Performance Management of Local Air Purification Systems." Ecology and Industry of Russia 21, no. 1 (January 1, 2017): 4–7. http://dx.doi.org/10.18412/1816-0395-2017-1-4-7.

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46

Andor, C. F. "Performance Benchmarking for NoSQL Database Management Systems." Studia Universitatis Babeș-Bolyai Informatica 66, no. 1 (July 1, 2021): 23. http://dx.doi.org/10.24193/subbi.2021.1.02.

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NoSQL database management systems are very diverse and are known to evolve very fast. With so many NoSQL database options available nowadays, it is getting harder to make the right choice for certain use cases. Also, even for a given NoSQL database management system, performance may vary significantly between versions. Database performance benchmarking shows the actual performance for different scenarios on different hardware configurations in a straightforward and precise manner. This paper presents a NoSQL database performance study in which two of the most popular NoSQL database management systems (MongoDB and Apache Cassandra) are compared, and the analyzed metric is throughput. Results show that Apache Cassandra outperformes MongoDB in an update heavy scenario only when the number of operations is high. Also, for a read intensive scenario, Apache Cassandra outperformes MongoDB only when both number of operations and degree of parallelism are high.

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47

Morgan, Robert. "Making the Most of Performance Management Systems." Compensation & Benefits Review 38, no. 5 (October 2006): 22–27. http://dx.doi.org/10.1177/0886368706290001.

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48

Stefansson, Gunnar, and Kenth Lumsden. "Performance issues of Smart Transportation Management systems." International Journal of Productivity and Performance Management 58, no. 1 (December 5, 2008): 55–70. http://dx.doi.org/10.1108/17410400910921083.

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49

de Waal, André A., and Harold Counet. "Lessons learned from performance management systems implementations." International Journal of Productivity and Performance Management 58, no. 4 (April 24, 2009): 367–90. http://dx.doi.org/10.1108/17410400910951026.

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Elzinga, Taco, Bé Albronda, and Frits Kluijtmans. "Behavioral factors influencing performance management systems' use." International Journal of Productivity and Performance Management 58, no. 6 (July 24, 2009): 508–22. http://dx.doi.org/10.1108/17410400910977064.

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