Дисертації: "Performance management"

1

Heitmann, Volker. "Airline performance management /." Schaan : Gutenberg Verlag, 2005. http://aleph.unisg.ch/hsgscan/hm00142492.pdf.

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Israelsson, Josefine. "Performance Management : – En kvalitativ studie av ledares upplevelser av målstyrningsverktyget Performance Management." Thesis, Stockholm University, Stockholm University, Stockholm University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-28846.

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Performance Management är en process som syftar till att säkerställa att alla inom en organisation arbetar i samma riktning. Detta uppnås genom att öka tydligheten kring organisationens strategiska mål samt koppla dessa till medarbetarens individuella mål. Vidare är det viktigt att kommunicera vad som förväntas av medarbetarna i termer av arbetsprestationer samt hur detta skall uppnås för att lyckas med uppdraget att minska gapet mellan medarbetares arbetsprestationer och ledningens ambitioner (Armstrong & Baron, 2005).Uppsatsens övergripande syfte är att undersöka vilka erfarenheter ledare inom det multinationella telekom- och IT-företaget Logica har av att arbeta med Performance Management samt vilka delar av implementeringen som har varit lätta respektive svåra att genomföra. Vidare vill jag undersöka hur organisationen ytterligare kan förstärka arbetet med Performance Management-processen baserat på ovanstående.Den empiriska undersökningen har genomförts med kvalitativ metod i form av tre stycken fokusgruppintervjuer med ansatsen Experiential Focus Group. Som komplement till fokusgruppintervjuerna har analys av interna dokument som beskriver Performance Management-processen inom Logica, genomförts.Resultatet av undersökningen visar att ledarnas upplevelser av Performance Management-processen varierar beroende på vilken typ av arbetsgrupp man är ledare för. Trots viss problematik vid översättning av processens aktiviteter kopplade till målsättning, utvärdering, uppföljning och feedback till ett svensk arbetssätt, upplever ledarna att processen är ett stöd i ledarskapet. Detta med anledning av att den gör bedömningen av arbetsprestationer mer rättvis samt skapar möjligheter till ökad kommunikation med medarbetare kring personliga och organisatoriska mål.

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3

Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.

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The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.

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4

Küntzle, Frank. "Performance Management im Lebensmitteleinzelhandel /." [S.l.] : [s.n.], 1999. http://aleph.unisg.ch/hsgscan/hm00002201.pdf.

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5

ARONI, ANNA. "Performance Management in Healthcare." Doctoral thesis, Università degli Studi di Cagliari, 2018. http://hdl.handle.net/11584/255999.

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The relevance of the efficiency and the interest about the performance management in the public sector, has been highlighted by the New Public Management. Starting from 1980’, public organizations started to put more attention to the performance management and evaluation. A fundamental aspect is to underline the main role of the measurement of performance. Studies in performance measurement have shown that, thanks to an appropriate measurement and management of performance, organizations can have different benefits, in terms of formulation and implementation of organizational strategy, communication of the results achieved and motivation of employees (P. Micheli & Mari, 2014).With reference to the way in which the public organizations should measure their performance, there are many studies about this topic (Elg. et al, 2013). Del Bene (2014) affirmed that the system used to measure and evaluate performance must be conceptually, theoretically and empirically coherent. R.S. Kaplan and Norton (1992) consider that measures should be derived from strategy and represent different dimensions of an organization. In the public healthcare sector, the relevance of performance measurement is justified by the fact that health care organizations have a fundamental impact on the individuals’ life, thus, measuring the way in which these organizations work is fundamental to judge if they are effective and efficient. Currently, there is a higher interest in measuring and reporting performance in this sector, and in some cases there is the problem of having too many measure (Cassel et al., 2014). With reference to the performance management aspect in the Italian Health system, there is not a general model used by all the organizations to measure and manage their performance. Starting from these aspects the first research questions analyzed are: RQ1 “How do Italian healthcare organizations define Organizational Performance?” and RQ2 “Is Organizational Performance measured by Italian healthcare organizations, and if so, how?” In the literature there are some papers that study organizational performance measurement system at regional and national level, as in Italy (Giovanelli et al., 2015; Nuti, Seghieri, & Vainieri, 2013; Nuti, Seghieri, Vainieri, & Zett, 2012; Vittadini, 2012) as in other countries (P.C. Smith, 2002), but there is a lack with reference to the specific way in which each Italian public healthcare organizations measure their organizational performance. To this extent a third and fourth research questions have been analyzed: RQ3 “How do Italian public healthcare organizations measure their organizational performance?” and RQ4 “What are the factors that influence the design of performance measurement systems?” The Italian healthcare service is based on a solidarity approach, according to which all citizens have free access to a set of medical treatments, regardless of personal income or geographical distribution. This approach requires a high level of resources and health spending in Italy at national level is about 9.1% of GDP in 2015, in line with the OECD average (9%) and it is mainly public (77%, vs 73% of the OECD average) (OECD, 2015). To continue the previous researches, an analysis, to observe the presence of connections between performance achieved by Italian public health-care organizations at regional level and the changes in expenditure, will done. In particular, the study started from one research question: RQ5 “Is performance in universal health care provision influenced by changes in public expenditure?” This is the last research questions of this thesis.

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6

Rana, Atul, and Yaser Hamed. "Performance Management System for Temporary Employees : Understanding differences in Performance Management between Temporary and Permanent Employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31694.

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Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.

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7

Dickinson, Graham. "Performance measurement and performance management of innovative products." Thesis, University of Bath, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.503368.

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Increasing interest is being shown in performance measurement, in both the academic literature and by practitioners. When implementing innovative products, organisations are facing issues of how to measure and manage the performance of the products concerned and how to do so in a worthwhile way. Reviewing existing literature suggests that there has been limited research on the value of performance measurement and management processes and indeed little conceptual distinction has been made between performance measurement and performance management. A conceptual framework is developed, structured around concepts from the existing literature showing two ways of distinguishing performance measurement and performance management. Performance management processes are shown as broader than performance measurement processes and the influences of the processes on performance are also displayed, another way of differentiating between the two concepts. The framework provides a structure for a pattern matching analysis using empirical data. Empirical data collection involved four case studies, each focusing on a medical device being implemented in the UK public healthcare sector. Forty-six semi-structured interviews explored performance measurement and performance management processes in the implementation of the innovative products, as well as exploring the influences of those processes on performance of the innovative products. The findings from the thesis highlight key performance measurement and performance management processes that occur in the implementation of innovative products, finding that the two can best be distinguished by their influence, or lack of influence, on performance. Performance reporting is also highlighted as a key concept. The findings indicate that performance measurement and reporting processes alone cannot be expected to have an influence on performance, however if performance management processes occur too then they can.

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8

Haslett, Vaughan. "Performance bonus as entry vehicle to performance management." Thesis, Cape Technikon, 1999. http://hdl.handle.net/20.500.11838/2058.

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Thesis (MTech (Busines Administration))--Cape Technikon, 1999.
The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.

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9

Jooste, J. L. (Johannes Lodewikus). "A performance management model for physical asset management." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53286.

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Thesis (MScEng)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: Two fundamental aspects in modem business success are performance management and physical asset management. The current problem in the asset management environment is the lack of structured performance management, which is required to effectively control and enhance the dynamics of the asset and its life cycle. The result is ineffective assets with high life cycle costs, which will consequently influence the bottom line and return on investment, negatively. An Asset _eerformance Management Model (APM2 , pronounced A-P-M square) was developed. A sound theoretical foundation together with the experience of a leading asset management consultant resulted in the realization of a model that (i) gives a balanced view of asset performance, (ii) link asset performance to strategic business objectives, (iii) facilitates decision-making and problem solving, and (iv) enhances asset control and continuous improvement. The APM2 was developed by rese~ching and integrating five building blocks, which encompass the model requirements. The APM2 consists of two distinct components, namely: • the APM Reference Structure (APMRS), and • a range of APM Dockets. The APMRS is a basic structure that integrates the various building blocks into a framework for providing guidance and control, giving perspective on the entire model and explaining the high-level content of the model. It consists of five levels, each with a distinct focus: • Levell: Enterprise • Level2: Factory • Level3: Process Unit • Level4: Aggregate • Level5: Component The APM Dockets are a subset of the APMRS, where each level has a docket. These dockets are executable, unit-specific procedures, guiding and leading stakeholders towards improved asset performance. Also each of the five levels consists of six similar and inter-related elements. These elements are the foundation for each docket: lement 1: Stakeholders Element 2: Objectives Element 3: Measures Element 4: External Monitor & Targets Element 5: Responsibilities & Decision-Making Element 6: Control & Continuous Improvement Element 7 represents the link to the next level in the APM Reference Structure. • • • • • • Conclusively the APM2,s simplicity and understandability is realized through the APM Reference Structure, while the range of APM Dockets contribute to the practicality objective. The model has a strong theoretical foundation, but at the same time is generic, to be used in a wide range of industries. A leading asset management consultant plans to integrate the APM2 into their asset management program based on the thesis documentation. This application will test and validate the APM2 in practice. It is further recommended that an asset management program, with the associated APM2 , be used in conjunction with the Theory of Constraints and Total Productive Maintenance, because of obvious relationships. Further research is also suggested in relation with some of the experimental asset life cycle phases as well as certain financial considerations.
AFRIKAANSE OPSOMMING: Twee fundamentele aspekte in hedendaagse besigheidsukses is prestasiebestuur and fisiese batebestuur. Die huidige probleem binne die batebestuursomgewing is die gebrek aan gestruktureerde prestasiebestuur, wat 'n vereiste is vir effektiewe beheer en verbeterings rondom die bate en sy lewensiklus. Die resultaat is oneffektiewe bates met hoë lewensikluskoste wat gevolglik wins en beleggingsopbrengs negatief beïnvloed. 'n Prestasiebestuur Model vir Bates (APM2, uitgespreek as A-P-M square) is ontwikkel. 'n Deeglike teoretiese fondasie tesame metdie ondervinding van vooraanstaande raadgewende batebestuurders, het die realisering van 'n model tot gevolg gehad, wat (i) bateprestasie gebalanseerd voorstel, (ii) bateprestasie met strategiese doelstellings verbind, (iii) besluitneming and probleemoplossing fasiliteer, en (iv) batekontrole en voortdurende verbetering bevorder. Die APM2 is ontwikkel deur middel van die identifisering en integrasie van vyf boustene wat die vereistes vir die modelomvat. Die APM2 bestaan onderskeidelik uit twee komponente, naamlik: • die APM Verwysingstruktuur (APMRS), en • 'n reeks APM Vouers. Die APMRS is 'n basiese struktuur wat die verskillende boustene binne 'n raamwerk integreer en sodoende leiding en beheer fasiliteer, die model as geheel in perspektief stel en die modelinhoud op hoë vlak verduidelik. Dit bestaan uit vyf vlakke, elk met 'n spesifieke fokus: • Vlak 1: Onderneming • Vlak2: Fabriek • Vlak 3: Proseseenheid • Vlak 4: Aggregaat • Vlak 5: Komponent Die APM Vouers is 'n subdeel van die APMRS, waar elke vlak 'n vouer het. Hierdie vouers is uitvoerbare, eenheid-spesifieke prosedures wat deelhebbers lei na beter bateprestasie. Ook bestaan elkeen van die vyf vlakke uit ses soortgelyke en inter-afhanklike elemente. Hierdie elemente is die fondasie vir elk van die vouers: • Element 1: Deelhebbers • Element 2: Doelwitte • Element 3: Metings • Element 4: Eksterne Monitering & Mikpunte • Element 5: Verantwoordelikhede & Besluitneming • Element 6: Kontrole & Voortdurende Verbetering • Element 7 stel die verbinding met die volgende vlak in die APM Verwysingstruktuur voor. Gevolglik word die eenvoud en verstaanbaarheid van die APM2 gerealiseer deur die APM Verwysingstruktuur, terwyl die reeks APM Vouers bydra tot die praktiese doelwit. Die model het 'n sterk teoretiese grondslag, maar terselfdertyd is dit generies, sodat dit in 'n wye spektrum van industrieë gebruik kan word. Gebaseer op die tesis dokumentasie beplan vooraanstaande raadgewende batebestuurders om die APM2 te integreer met hul batsbestuursprogram. Hierdie toepassing sal sodoende die APM2 in die praktyk toets en bekragtig. Dit word verder aanbeveel dat 'n batebestuursprogram, met die geassosieerde APM2, tesame met die Theory of Constraints en Total Productive Maintenance gebruik word, as gevolg van voor die hand liggende verwantskappe. Verdere navorsing word ook voorgestel in verband met die eksperimentele fases binne die batelewensiklus, asook rakende sekere finansiële oorwegings.

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Wild, Christine. "Excellence durch integriertes Performance Management." [S.l.] : [s.n.], 2007. http://opus.kobv.de/tuberlin/volltexte/2007/1582.

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11

Li, Liya. "Performance appraisal management in Qidi." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7610.

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The purpose of this study is to explore the performance appraisal practice in Qidi, and suggest in what way Qidi should go in performance appraisal in the future. The result shows that there are some problems in Qidi’s performance appraisal, management. Thereby, the suggestions are that Qidi should establish a standard performance appraisal system, create a formal control system, and keep the process transparent in appraisal.

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12

Awaritoma, Oghenefejiro. "Performance Management in Lean Production." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-9005.

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Background: Lean production and performance management are very important aspect in the production process because when activities that do not add value to a product are not reduced or eliminated it would amount to waste which would eventually result to unnecessary cost for the organization. Thus it is vital to have the right performance management system in place to control of the organization. Objectives: The purpose of this thesis is to first identify the different types of production wastes evident in the production process of the case companies and how these waste have been reduced or eliminated. As the management of performance in lean production is very important, the second objective of this study is find out how these companies are currently managing performance in lean production in comparison with the performance management systems model Method: This is a multiple-case study with systematic combining approach as the orientation. Interview and documents are the instruments of data collection. Empirical data from each case has been analyzed based on cross and within case analysis. Construct validity, external validity, and reliability are the basis for scientific credibility of this thesis. Conclusions: Not all types of production wastes are evident in all the case companies studied due to one reason or the other. In reducing or eliminating these wastes, they have adopted different lean principles based on their product type. When it comes to managing performance in lean production it is clear that each of the case company adopts almost similar performance management systems although they have adopted different approach. Suggestions for future research: It would be interesting to undergo a similar research in the service sector to see if the findings arrived would be the same or if it will lead to contradictory results. Additionally, since the main focus was on performance in within the studied case companies, it would be interesting to see the outcome of how performance management between these companies and their external suppliers would turn out.

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13

Stringer, Carolyn Patricia, and n/a. "Performance management : an empirical study." University of Otago. Department of Accountancy and Business Law, 2006. http://adt.otago.ac.nz./public/adt-NZDU20070501.145211.

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The dynamic nature of performance management is a significant issue for organisations. A review of the empirical performance management literature highlights that little research has examined an organisation�s holistic performance management framework. Most prior studies have been partial (i.e., examine various performance management elements), and there is a lack of depth in analysis (because of the short-term nature of many studies). In addition to the few studies that have examined the interconnections between the performance management elements, there has also been a lack of research examining incentive systems (especially at lower levels), target-setting, and performance evaluation. The literature review in this thesis also highlights the diversity in the performance management elements studied, the lack of theoretical development, diversity in who is interviewed and research sites, etc. This diversity in field study research provides a difficult base on which to build a cumulative body of literature (as most studies examine a different research question in a different context). This PhD research examines the overall performance management framework in a large and complex Australasian organisation, Sensol, over a 14 year period. The research is inductive, empirical and interpretative so as to gain a deeper understanding of Sensol�s performance management framework. The narrative highlights the multiple voices that exist in Sensol to illustrate the complexity of performance management at various levels. Otley�s (1999) performance management framework is a useful research tool (e.g., initial data analysis, structuring device). The documentary evidence traces the history and development of Sensol�s performance management framework. The designers� story tells about the sophisticated nature of Sensol�s approach to performance management. In contrast, the business unit managers describe the complexities in operationalising performance management in a complex, diversified and decentralised organisation. The researcher�s story explains the importance of understanding the highly interconnected nature of Sensol�s performance management framework and of understanding the behavioural issues (e.g., intense sibling rivalry, short-termism). It includes the importance of history, context (e.g., hierarchical culture), decentralised structure (e.g., interrelated business units), the trade-offs between financial and social objectives (and signalling effect of weightings), performance measurement issues (e.g., EVA�, scorecard, dominance of EBIT, transfer pricing), the subjectivity of objective setting and performance management processes (e.g., averaging, little differentiation between good and poor performers), problems with the annual incentive scheme (e.g., double dipping, risk and penalties, lack of understanding and line of sight, low trust), strategic programmes (e.g., lack of visibility), target-setting (e.g., conservative targets, impact of capping), and information flows (i.e., poor data, black boxes). The research also highlights the importance of understanding how the formal and informal performance management systems operate. There are considerable differences between the designers� rhetoric on the formal HPMF system (i.e., the intended design), compared to the system in use (e.g., formal and informal systems). This point has been recognised in some prior field studies but is an under-researched area. An understanding of the impact of the background to the performance management literature from classical management theory provides some insights into why the value-based management literature focuses on formal system design control tools, goal congruence, top-down focus, and the universal applicability of their techniques. Ignoring informal systems may be one reason that the traditional control problems remain evident with the new value-based management techniques. A final contribution of this PhD research is to use historical documents to identify how little change there has been over time and how performance management issues keep going around in circles (e.g., lack of accountability, transfer pricing). Some reasons for these circles include that history is lost, complacency, culture, communication issues (e.g., good news, blocking behaviours, standardisation). A feature of Sensol�s performance management framework is how it used EVA� and the balanced scorecard in a complementary manner. However, rather than adopting these new techniques as prescribed by consultants, Sensol built these new techniques onto their existing performance management system. This highlights the importance of understanding the history of an organisation�s performance management framework, so as to understand the reasons for the current design and operation.

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14

Daniel, Edmund. "Performance management of distributed systems." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0015/MQ58023.pdf.

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15

Simpson, Edward. "Assessment of facilities management performance." Thesis, University of Salford, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341317.

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16

Crosby, Simon Andrew. "Performance management in ATM networks." Thesis, University of Cambridge, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285357.

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17

Datta, Roshni. "Knowledge-Based Performance Management Framework." The Ohio State University, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=osu1293725862.

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18

Dagasan, Abdullah [Verfasser]. "Unternehmensübergreifendes Performance Management / Abdullah Dagasan." Aachen : Shaker, 2012. http://d-nb.info/1067735674/34.

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19

Hussein, Moataz. "Enterprise Strategic Portfolio Performance (ESP2) Management Model| A Proposed Organizational Performance Management Model that Integrates Strategy Execution Performance and Enterprise Portfolio Performance." Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10829175.

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Organizations achieve their strategy through projects. Organizations also embark on strategic change initiatives to fill performance gaps in their operational practices. The interaction between strategy and organizational activities is complicated. Accordingly, integrating the performance of the organizational domains with the strategy domain is a challenge.

The strategic portfolio performance management approach in three large organizations was investigated to have a closer look at the performance management practices. Understanding the views of practitioners regarding the strategic portfolio performance management practices in their organizations or those of their clients was important. Therefore, a questionnaire was conducted, and 164 professionals represent different industries, and geographical locations participated.

The results showed the absence of a comprehensive enterprise-wide performance management model. Moreover, organizations usually confuse among the success factors of various organizational domains. Therefore, it is not uncommon to find project management metrics used to measure strategic objectives performance. A similar confusion was observed between project performance and operation performance. Additionally, communicating the organization strategy to project and operation domains is still a challenge. More importantly, it was observed that existing portfolio performance models and practices focus on the performance of only projects, and ignore other portfolio components. Finally, organizations overlook the continuity of the strategic alignment of the projects in a portfolio, even though it was significantly relevant.

Based on the findings, there is a need for an enterprise-wide strategic portfolio performance management system that looks at enterprise portfolio from a broader perspective than that of just a portfolio of projects.

The findings of the field study, semi-structured interviews, questionnaire and literature review were used to develop Enterprise Strategic Portfolio Performance (ESP2) Management Model. The ESP2 model suggests structuring the organizational units into portfolios. Each portfolio encompasses three portfolio components: projects, operations, and change initiatives. The ESP2 model uses a Strategy-Portfolio Integration Matrix that fully integrates the performance of the portfolio domains with that of the strategy domain. The integration matrix also serves as a dashboard that facilitates executive dictions making related to the enterprise performance management.

The research contributes to improving the practices of strategic portfolio performance management. The proposed ESP2 model serves as a basis for further enhancements and research in the field.

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20

Verhulp, Ian Marc. "Moving from performance appraisal to performance management at Goldmaster." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/635.

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Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.

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21

McGill, Susan. "NETWORK PERFORMANCE MANAGEMENT USING APPLICATION-CENTRIC KEY PERFORMANCE INDICATORS." Doctoral diss., University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4055.

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The Internet and intranets are viewed as capable of supplying "Anything, Anywhere, Anytime" and e-commerce, e-government, e-community, and military C4I are now deploying many and varied applications to serve their needs. Network management is currently centralized in operations centers. To assure customer satisfaction with the network performance they typically plan, configure and monitor the network devices to insure an excess of bandwidth, that is overprovision. If this proves uneconomical or if complex and poorly understood interactions of equipment, protocols and application traffic degrade performance creating customer dissatisfaction, another more application-centric, way of managing the network will be needed. This research investigates a new qualitative class of network performance measures derived from the current quantitative metrics known as quality of service (QOS) parameters. The proposed class of qualitative indicators focuses on utilizing current network performance measures (QOS values) to derive abstract quality of experience (QOE) indicators by application class. These measures may provide a more user or application-centric means of assessing network performance even when some individual QOS parameters approach or exceed specified levels. The mathematics of functional analysis suggests treating QOS performance values as a vector, and, by mapping the degradation of the application performance to a characteristic lp-norm curve, a qualitative QOE value (good/poor) can be calculated for each application class. A similar procedure could calculate a QOE node value (satisfactory/unsatisfactory) to represent the service level of the switch or router for the current mix of application traffic. To demonstrate the utility of this approach a discrete event simulation (DES) test-bed, in the OPNET telecommunications simulation environment, was created modeling the topology and traffic of three semi-autonomous networks connected by a backbone. Scenarios, designed to degrade performance by under-provisioning links or nodes, are run to evaluate QOE for an access network. The application classes and traffic load are held constant. Future research would include refinement of the mathematics, many additional simulations and scenarios varying other independent variables. Finally collaboration with researchers in areas as diverse as human computer interaction (HCI), software engineering, teletraffic engineering, and network management will enhance the concepts modeled.
Ph.D.
Other
Engineering and Computer Science
Modeling and Simulation PhD

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22

Whitmore, Jeffrey N. "Performance management strategies for human performance during sustained operations." Thesis, University of Sheffield, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.444923.

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23

Gorman, C. Allen. "Debunking the Myths of Performance Management." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/420.

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24

Naremark, Sara, and Caroline Svensson. "Performance Management-En studie av hur chefer och medarbetare upplever Performance Management på ett större företag." Thesis, Kristianstad University College, Department of Behavioural Sciences, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4112.

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Performance management innebär att rikta hela organisationens energi genom att sätta mål för medarbetare som ligger i linje med organisationens strategi. Genom att på detta sätt öka tydligheten kan organisationen förbättra prestationer och öka dess möjligheter för utveckling mot konkurrenskraftighet på kort och lång sikt.

Ändamålet med denna uppsats var att genom två undersökningar kartlägga hur chefer respektive medarbetare upplever att arbeta med performance management och genom det och en litteraturstudie få en bild av begreppet. Kartläggningen gjordes med både enkäter till medarbetare och intervjuer med chefer. Från enkätsvaren framkom att respondenterna upplevde målen som motiverande och att det fanns en öppen dialog inom organisationen. Både hos medarbetarna och cheferna verkar det finnas en viss oklarhet kring begreppets syfte. I resultatet visas att cheferna hade en positiv inställning till verktyget men att de upplevde svårigheter med att sätta och utvärdera mål. Cheferna upplevde också att det fortfarande fanns mycket att utveckla i processen på Tetra Pak och att det behövs åtgärder för att motivera medarbetarna i processen.

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25

Amaratunga, R. D. G. "Theory building in facilities management performance measurement : application of some core performance measurement and management principles." Thesis, University of Salford, 2001. http://usir.salford.ac.uk/14864/.

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This thesis contributes to the area of performance measurement in facilities management (FM). The context of the study is FM organisations. Interest in performance measurement increased dramatically during the 1990's in both management and academic literature. Performance measurement systems developed as a means of monitoring and maintaining organisational control, which is the process of ensuring that an organisation pursues strategies that lead to the achievement of overall goals and objectives. A performance measure can also be defmed as a metric used to quantify the efficiency and/or effectiveness of an action. The role of FM in promoting organisational performance, and thereby in providing competitive advantage is widely acknowledged. Although performance measurement concepts are referred to in the FM literature, they have not been applied with the same rigour as with other academic areas, such as production and manufacturing. Institutions will want support services that offer the best possible standards to meet the users' needs. Better coordination between core activities and support services means that institutions can respond faster and more effectively to those demands for services. Herein lies the general theoretical gap, which forms the point of departure for this research. This thesis aims to outline the many different perspectives of performance measurement in FM organisations. A grounded theory approach has been adopted with the aim of building theory as opposed to testing theory. Case studies were conducted at several FM intensive organisations. The identification of performance measurement tools or mechanisms was one of the aims of the case study phase, as well as providing descriptive accounts of the process. These tools and mechanisms were incorporated into a performance measurement questionnaire and were evaluated against the FM organisations in UK. The research uncovered performance measurement constructs in FM which could be categorised under the following four broad perspectives: customer, FM internal processes, FM learning and growth and financial FM. At each level, the FM organisation should strive to make performance measurement visible with the aim of creating new performance measurement constructs. Developed theory was further validated against a panel of experts in the field of FM and in a real life case study. The findings from both the qualitative and quantitative data points to an FM organisational performance measurement process which depends on the existing knowledge base of the FM organisation. The contribution to knowledge in the field may be viewed in terms of a critical examination of the role of performance measurement and the implications these have for the core organisation as the contribution made by FM will ultimately be judged by the organisation's stakeholders over a wide range of performance criteria including both fmancial and non-financial. FM is seen to be able to contribute to performance in many ways: strategy, control of resources, service efficiency, supply chain management and perhaps, most importantly, providing value for money. Furthermore, the constructs and concepts developed in this thesis provide both a point of departure for further research and a practical tool with which to assess performance measurement and management with the FM organisation.

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26

Gorman, C. Allen, Joshua L. Ray, and C. N. Thiboxeaux. "Performance Management Practices and Organizational Performance: System Reactions as Moderators." Digital Commons @ East Tennessee State University, 2014. https://dc.etsu.edu/etsu-works/432.

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27

Kilby, James W. "Performance management systems : a statistical analysis /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from the National Technical Information Service, 1993. http://handle.dtic.mil/100.2/ADA272989.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1993.
Thesis advisor(s): Euske, Kenneth J. ; Haga, William James. "September 1993." Bibliography: p. 69-71. Also available online.

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28

Stork-Wersborg, Maja. "Performance, Improvement, Management : eine systemische Analyse /." Aachen : Shaker, 2004. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=013073241&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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29

Takang, Felix Achou, and Claudine Tenguh Ntui. "Bank performance and credit risk management." Thesis, University of Skövde, School of Technology and Society, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-1318.

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Banking is topic, practice, business or profession almost as old as the very existence of man, but literarily it can be rooted deep back the days of the Renaissance (by the Florentine Bankers). It has sprouted from the very primitive Stone-age banking, through the Victorian-age to the technology-driven Google-age banking, encompassing automatic teller machines (ATMs), credit and debit cards, correspondent and internet banking. Credit risk has always been a vicinity of concern not only to bankers but to all in the business world because the risks of a trading partner not fulfilling his obligations in full on due date can seriously jeopardize the affaires of the other partner.

The axle of this study is to have a clearer picture of how banks manage their credit risk. In this light, the study in its first section gives a background to the study and the second part is a detailed literature review on banking and credit risk management tools and assessment models. The third part of this study is on hypothesis testing and use is made of a simple regression model. This leads us to conclude in the last section that banks with good credit risk management policies have a lower loan default rate and relatively higher interest income.

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30

Carlswärd, Martin. "Business Performance Management utifrån ett kvalitetssynsätt." Thesis, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-15655.

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Under 1990-talet kom Kaplan och Norton fram med styrningsfilosofin balanserat styrkort som innebär att managers uppmanas att inte enbart ta hänsyn till finansiella mått utan bör använda sig av både finansiella och icke-finansiella mått för att kunna styra företag. Det här konceptet med balanserat styrkort har sedan det togs fram utvecklas och i början av 2000-talet finns den tredje versionen av balanserat styrkort som tillsammans med avancerad teknologi bildar konceptet business performance management. Det innebär att den information som ligger till grund för de rapporter som består av finansiella och icke-finansiella mått hämtas från en central databas i det verksamhetsöverskridande business performance management systemet. En anledning till det är att business performance management knyter samman balanserat styrkort med avancerad teknologi som möjliggör att managers därmed har möjlighet att få tillgång till en gemensam version av verkligheten, det vill säga en gemensam mental bild hur företaget presterar. Dessutom möjliggör den avancerade teknologin att managers oavsett om beslut tas som är strategiska, taktiska eller operativa att de har tillgång till den information som beslutsunderlagen baseras på i rätt tid.

Den information som beslutsunderlagen baseras på måste bestå av en tillfredställande god kvalitet för att möjliggöra att managers tar korrekta och optimala beslut. Det är därför av väsentlig betydelse att kvaliteten hos beslutsunderlagen håller en tillfredställande god kvalitet för att undanröja risken att managers inte tar otillfredsställande beslut som sedan innebär onödiga kostnader för företaget. Dessutom möjliggör en tillfredställande god kvalitet hos informationen som beslutsunderlagen baseras på att företagets managers kan ta beslut som leder till att de kan agera mot förändringar som sker i den omgivande företagskontexten. Att förbättra kvaliteten hos den information som ligger till grund för beslutsunderlagen behöver därmed vara något som företag prioriterar så att informationen håller en tillfredställande god kvalitet. Kvalitetsledningsfilosofin total quality management (TQM) har i denna studie används för att ta reda på hur informationskvaliteten hos beslutsunderlagen som tas fram via business performance management kan förbättras. Total quality management tar ett verksamhetsövergripande grepp om hur kvaliteten kan förbättras inom företag.

Företag prioriterar ofta inte att förbättra kvaliteten hos den information som de har till sitt förfogande för att ta beslut utan utgår ofta från att informationen är korrekt och om den inte är det så har något fundamentalt fel inträffat. Det leder till att företag ofta i de projekt som de utför förbiser vilken kvalitet informationen har utan använder sina resurser till andra arbetsuppgifter. För att kunna förbättra informationskvaliteten hos beslutsunderlagen behöver kvalitetsförbättringar bli ett prioriterat område inom företag. Företag har större möjlighet att uppnå en tillfredställande god kvalitet hos beslutsunderlagen om företagsledningen tillsätter en kvalitetsansvarig. Den person som blir kvalitetsansvarig tar tag i de stridigheter som behövs för att få tillgång till de nödvändiga resurserna. Denna person stödjer även de projektgrupper som arbetar med att förbättra informationskvaliteten. Det förutsätter att den kvalitetsansvarige har mandat att ta de nödvändiga besluten för att kunna förbättra kvaliteten hos beslutsunderlagen.

During the century of 1990 come Kaplan and Norton with the balance scorecard philosophy. The purpose of this philosophy is to encourage managers to not only take consideration in financial measurements, but also to use both financial and non-financial measurement to manage companies. This concept with balanced scorecard have developed since it's beginning and in the beginning of the 21st century the third version of balanced scorecard developed with advanced technology which established the concept business performance management. This means that the information that the reports builds on have both financial and non-financial measurement which are collected from a central database in the company´s overall business performance management system. One reason to why business performance management ties balanced scorecard with advanced technology is to give managers possibilities to get a common version of reality, this means a common mental picture of how the company performs. Besides the advanced technology render possibilities that give managers, regardless if the decision has been taken at strategic, tactic or operative level, access to information that basic data for decision-making is based on in right time.

The information that basic data for decision-making is based on must have a satisfied good quality to enable managers to take correct and optimal decision. It is therefore important that the quality of basic data for decision-making holds a satisfied good quality to remove the risk that managers is taking non-satisfactory decisions that means unnecessary costs for the company. Besides enable a satisfied good quality of the information, which basic data for decision-making is based on, so that managers at companies can take decision that leads them to take action against changes around the company's context. To improve the information quality that basic data for decision-making is based on should be something that companies prioritize so that information holds a satisfied good quality. The quality management philosophy total quality management (TQM) has in this study been used to investigate how information quality in basic data for decision-making can be improved. Total quality management gives a company an overall view of how the quality can be improved in the company.

The companies not often prioritize improvement of the information quality that they have to their disposal for taking decision, instead they often assume that information is correct and if it is not there it has occurred a fundamental mistake. This leads to that the companies often in their projects overlook witch quality the information has and use their resources to others working tasks. Too improve the information quality at basic data for decision-making needs quality improvement be a prioritized area within the companies. Companies have more possibilities to reach a satisfied good quality at the basic data for decision-making if the company management adds a person that is responsible for the quality. The person that will be responsible for the quality takes the necessary fights to get access to the necessary resources. This person even supports the project groups that work with improvement of information quality. To have responsibility for the quality this person has mandate to take the necessary decisions to improve the quality of the basic data for decision-making.

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31

Chen, Chao. "Performance-oriented service management in clouds." Thesis, University of Warwick, 2016. http://wrap.warwick.ac.uk/81885/.

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Cloud computing has provided the convenience for many IT-related and traditional industries to use feature-rich services to process complex requests. Various services are deployed in the cloud and they interact with each other to deliver the required results. How to effectively manage these services, the number of which is ever increasing, within the cloud has unavoidably become a critical issue for both tenants and service providers of the cloud. In this thesis, we develop the novel resource provision frameworks to determine resources provision for interactive services. Next, we propose the algorithms for mapping Virtual Machines (VMs) to Physical Machines (PMs) under different constraints, aiming to achieve the desired Quality-of-Services (QoS) while optimizing the provisions in both computing resources and communication bandwidth. Finally, job scheduling may become a performance bottleneck itself in such a large scale cloud. In order to address this issue, the distributed job scheduling framework has been proposed in the literature. However, such distributed job scheduling may cause resource conflict among distributed job schedulers due to the fact that individual job schedulers make their job scheduling decisions independently. In this thesis, we investigate the methods for reducing resource conflict. We apply the game theoretical methodology to capture the behaviour of the distributed schedulers in the cloud. The frameworks and methods developed in this thesis have been evaluated with a simulated workload, a large-scale workload trace and a real cloud testbed.

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32

Li, Xiaoming Biaz Saad. "Performance evaluation of biased queue management." Auburn, Ala., 2006. http://repo.lib.auburn.edu/2006%20Summer/Theses/LI_XIAOMING_37.pdf.

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33

Jivsäter, Andreas, and Marcus Martinsson. "A comparison of management performance measures." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21644.

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34

Onuwa, William. "Quality management practices and organisational performance." Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/832/.

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The purpose of this research study is to examine the relationship between Quality management (QM) practices deployed as part of a broader management approach and organisational performance in a financial services industry. Quality management as an organisational performance improvement tool or approach has been in practice since the late 1980's following the decline in the American manufacturing industry and competitive position compared to the Japanese. Quality management practices have increasingly become an approach used by firms for gaining competitive advantage in an environment where there is a process of constant change in the national and international competitive environment, due in part to globalisation and increased interdependence of world economy. These changes and interdependence have brought an increased demand on organisational competitiveness and performance with the customer gaining a central place in organisational focus.

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35

Brown, A. "Implementing performance management in primary schools." Thesis, University of Cambridge, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.596986.

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This thesis has three general objectives. The first concerns the development of a critique of the assumption that the various ideas and philosophy underlying performance management (PM) can be successfully applied to the context of England’s primary education system. The second objective is to provide a detailed account of the ways in which PM is being implemented in primary schools. The third is to suggest ways in which the effectiveness of the Performance Management in Schools initiative might be improved in primary schools. The principal research method used to pursue the objectives comprised a series of semi-structured interviews with primary school heads, teachers and governors who are the key stakeholders associated with the performance management process. A second research method involved documentary analysis of various books, research reports, official government publications and internal school documents. Additionally, a decision to become a school governor allowed a variety of activities associated with the PM process to be observed. The thesis concludes by arguing that PM can help teachers to: focus on particularly important aspects of their work; improve their professional development arrangements; feel more appreciated and valued; and become more reflective and self-evaluative about their work. Performance management can also: help improve communication between heads and their staff; facilitate the implementation of whole school strategy; and ultimately, as a consequence of these six benefits, lead to improvements in pupils’ academic progress. However, performance related pay appears to be inappropriate for the context of primary schools and very few, if any, advantages seem to have accrued at either an organizational or individual level from headteachers’ PM arrangements.

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36

Diaz, Rey. "MANAGEMENT SYSTEMS FIT FOR ORGANIZATIONAL PERFORMANCE." Doctoral diss., University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3380.

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The present study identifies the dimensions and variables using prior research within each of the constructs under the management systems, fit and, organizational strategy, structure, lifecycle and performance. The constructs from the research model were defined with a combination of direct, calculated and coded measures. Context analysis for each case categorized management systems design into either prescriptive or descriptive. The selected performance measures have been extensively investigated in the research fields associated with organizational management. The study uses the multiple case study design with cross-sectional data spanning from 1991 to 2005 and involving 19 aerospace companies in the United States. A priori hypothesized relationships between the constructs were tested with Mann-Whitney procedures for differences between mean ranks associated with organizational performance measures. The results from Mann-Whitney tests suggest that there exist significant differences in organizational performance from fit factors between a management system design and the organization. Present study defined organizational performance measures for analysis in terms of Return on Assets, Return on Equity and Return on Investment. When compared to a prescriptive management system design, a descriptive management system design was associated with higher levels of organizational performance. Cases with a fit state were found to score significantly higher than cases with unfit state suggesting that a correct fit state is associated with higher levels of organizational performance. A fit state was associated with higher levels of performance when each of the organizational factors for strategy, structure and lifecycle were aligned to management system design. Study results suggest equifinality as cases reached a particular fit state with differing combinations of fit factors. The study contributes to the field with interpretation of a fit model and key relationship between management systems and performance providing the base for future research efforts associated with management systems, organizational factors and the fit between them.
Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering PhD

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37

Bridges, Sarah Joanne. "Organisational performance and human resource management." Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.

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Over the last 20 years there has been a growth in the relative importance of personnel economics as an area of economics. However, due to a lack of suitable data most of the work in this area has been largely theoretical. It is only in the past decade that there has been a growth in the availability of firm-based data sets, making it possible for researchers to begin to test some of these ideas empirically. This thesis analyses data from a rich source of monthly personnel and payroll records from a large banking sector firm. The data is confined to the organisation's U. K operations and is available over the period January 1989 to March 1997 (giving 99 monthly observations). Although personnel data of this this sort is available for the US (see, for example, Baker, Gibbs and Holmstrom (1994) and Lazear (1999)), this is one of the first data sets of its kind to be available for the U. K. This thesis focues on three areas of personnel economics. It analyses the issues of promotion, absenteeism, and labour turnover, paying particular attention in all three cases to gender differences.

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Iyer, Pramod P. "Brand Management Capability and Brand Performance." Thesis, University of North Texas, 2016. https://digital.library.unt.edu/ark:/67531/metadc862750/.

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Brands are intangible assets that provide companies with the potential to extract higher rents or prices from customers. However, only few organizations are able to build and sustain brands over a long period of time. Brand management capability - the organization's ability to build and sustain brands becomes important for achieving sustainable competitive advantage. Despite the importance of brand management capability to organizations, majority of the brand management literature has primarily focused on the consumer perspective of brands. This gap in knowledge about the components of brand management capability impedes firms from replicating brand successes, and makes them reliant on brand managers. More recently, there have been multiple calls in literature to identify marketing-related organizational capabilities, which can provide organizations with a sustainable competitive advantage. The focus on developing marketing-based capabilities comes at a time when marketing is losing its influence in organizations. To this end, the current dissertation uses organizational capability theory and literature on brand management to identify the primary resource (intellectual capital comprising of structural, human, and relational capital), organizational culture type (clan, adhocracy, hierarchy, and market), and processes (strategic brand management, internal branding, and market information processes comprising of information acquisition, information transmission, conceptual utilization, and instrument utilization), that constitute the brand management capability. This dissertation also examines the association among various components of brand management capability and brand performance. A survey-based technique was used to gather data from individuals responsible for managing brands. The data was analyzed using PLS-SEM. The results indicate that human capital, relational capital, market and hierarchy culture types, internal branding, strategic brand management, and instrument utilization are positively associated with brand performance. Structural capital, clan and adhocracy culture types, information acquisition, information transmission, and conceptual utilization are not associated with brand performance. From a research standpoint, this dissertation contributes to the extant literature by identifying the resources, organizational culture, and processes that constitute the brand management capability. In addition to the extant brand management processes (internal branding and strategic brand management), a third set of processes identified in this dissertation (market information processes) is argued to be a critical component for successfully managing brands in organizations. This dissertation also provides empirical support for the role of marketing-based capabilities in determining organizational value, which has been debated in recent literature. Finally, this research addresses the calls for exploring marketing-based capabilities, especially at a time when marketing as a function is losing its influence in academia and organizations. From a managerial standpoint, this dissertation provides an outline for organizations seeking to build brand management capability. In addition to developing intellectual capital and brand management processes, firms need to create the right kind of organizational culture that is needed for brand management capability. This is consistent with the movement towards brands being managed with a strategic perspective.

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39

Olsha, Maya (Olsha-Yehiav). "High performance in Procurement Risk Management." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59262.

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Thesis (S.M. in System Design and Management)--Massachusetts Institute of Technology, Engineering Systems Division, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references.
Research on Procurement Risk Management has been conducted by Accenture and MIT in order to identify the best practices used to manage commodity price volatility and supplier risk. In today's increasingly turbulent market it is crucial for companies to have their procurement risk management capabilities developed. Risk Management becomes imperative for buyers in order to make the best business decisions and continue to drive their performance up. Risk Management is now becoming a major requirement for Procurement departments, and while most companies have risk-management expertise within their finance departments, only a few formally extend this capacity into the procurement department. Excellence in managing risks will be a key differentiator for procurement departments in the near future. The main risk categories today are suppliers and price risks. These risks can be managed by different sets of capabilities in an effort to reduce a possible impact. The risk management process contains three main stages; risk anticipation, risk identification and monitoring, and risk mitigation. As all stages are important to master, some capabilities have shown clearer correlation than others. By conducting an extended literature review, procurement top management personnel interviews, and brainstorming sessions with Accenture, a set of hypotheses were formed. This set of hypotheses was verified against the results of a survey. The survey contained an extended set of questions that revolved around each hypothesis. This survey was answered by 122 companies from various industries. The main conclusions are based on observations and detailed analysis of survey results. A lack of impact measuring and a lack of use of technology for the purpose of risk assessment were observed. It is believed that improving these capabilities will promote profitability, and prevent impact as a result of risky events. Based on the results analysis, the procurement performance level is heavily dependant on risk management measures, and that excelling at the procurement level can be reflected further on the overall success of the company.
by Maya Olsha.
S.M.in System Design and Management

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40

Renner, Tim [Verfasser]. "Performance Management im Produktionsanlauf / Tim Renner." Aachen : Hochschulbibliothek der Rheinisch-Westfälischen Technischen Hochschule Aachen, 2012. http://d-nb.info/1020249889/34.

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41

Klevensparr, Johan. "Public Procurement: A performance management perspective." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Centre of Logistics and Supply Chain Management (CeLS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31104.

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Purpose - The purpose of this thesis is to explore what performance indicators that exist within public procurement in defence sector context and how such performance indicators can be categorized. Methodology - For the purpose of this thesis, an abductive approach was applied. This thesis is characterized as an exploratory multimethod qualitative research, which emphasize a single case study and a comprehensive research literature review. The empirical data was collected using semi-structured interviews, observations and documentary. The empirical data was analyzed using a data display and analysis, whereas a descriptive and content analysis was used for the research literature review. Findings - Initially, a comparison between the conducted research literature review and the empirical study resulted in 117 performance indicators were abled to be identified. Furthermore, with support from the research literature review, the empirical study and the frame of reference, categorizations of performance indicators were possible. Through research literature review, the author were able to identify eight dimensions cost, quality, time, flexibility, sustainability, innovation, risk and compliance, all of which can be aligned to public procurement. Through the empirical study, seven elements were identified as categories. These elements include business strategy and development, operations management, category management, supplier management, customer management, procurement and expert and system support, all of which with aligned performance indicators. Through the frame of reference, three decision-levels were used as categorization of performance indicators. The decision-levels could either be strategic, tactical or operational. Finally, a merger of decision-making levels and elements resulted in a conceptual model, visualizing how elements with aligning performance indicators within public procurement could be organized and structured. Research limitations - At first, this thesis uses only one database for the research literature review, limiting the search result of publications concerning the research topic of this thesis. Secondly, single cases study within the defece sector, which limits the amount of information and may prevent transferability possibilities for other public procurement organizations. Future research - From the result of this thesis, several potential research opportunities has been discovered. First, following-up and measure PIs in public procurement in order to justify the “real” compliance to rules and regulation. Another one is possible challenges with implementing PIs in public procurement organizations. Lastly, measuring process maturity in public organization would allow benchmarking possibilities among public organizations and defece sector procurement.

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42

MacDonald, Alasdair Donald James. "On the foundations of performance management." Thesis, University of Bristol, 2010. http://hdl.handle.net/1983/d818e616-2548-4a26-8262-7cd7a175ee31.

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This research attempts to establish a robust foundation and associated assumptions for performance measurement and management (PM&M). The purpose is to allow engineers to build richer and more reliable theories and approaches, facilitating a step forward in the effective management of performance. The greater availability of data, as well as significantly improved processing capability, presents engineers with the opportunity to better manage the performance of their organisations and projects. Further, a drive within the construction and engineering industry for continuous improvement and the growing importance of PM&M throughout almost every facet of life has converted this opportunity to a mandate. Although the field of PM&M is both broad and extremely diverse, many of its authors decry the lack of investigation into its philosophical assumptions; describing the research field as immature and unprofessional. In an attempt to address this challenge, the thesis presents a definition of effective PM&M for the construction and engineering industry and investigates the location within a defined problem space, of the predominant foundations and associated assumptions underlying the field of PM&M. Axes defining this problem space are developed from a literature investigation of the nature of PM&M, as well as an exploration of philosophical positions implied by the typical approaches in the field. An analysis of 140 papers from within the general and construction and engineering specific fields of PM&M is completed. This analysis strongly indicates that the predominant position underlying the literature is positivist. It is then argued that the assumptions embodied by this location are inadequate, most especially offering an impoverished view on human behaviour and social considerations, for example, intentionality, motivation and interaction. So as to provide a more adequate foundation, an alternative based on critical realism is offered, which embodies the strengths of the existing assumptions, while recognising the importance of social interaction and human behaviour. The greater adequacy of the alternative is tested in a highways engineering organisation. To complete this test, a new method of investigation is evolved from Grounded Theory. The method incorporates the assumptions inherent in a critical realist position providing a formula for the generation of theories (Context + Mechanism = Outcome). The method is employed to generate theories about the attitudes and actions towards the organisation's systems of PM&M. The increased richness of these theories and their implications for the organisation and field in general, reinforces the argument that Critical Realism provides a more robust foundation and associated assumptions for the field of PM&M than the currently predominant position of Positivism. Beyond the original contributions described above, the thesis also marks a rare foray of an engineer into the social science domain. Through the description of philosophical positions, the evolution of qualitative investigation methods and the investigation of the interaction between social and technological systems, the author has provided a number of sign posts to guide future forays into the social science domain by engineering researchers.

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43

Li, Chunhui. "Performance management of event processing systems." Thesis, Aston University, 2014. http://publications.aston.ac.uk/25175/.

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This thesis is a study of performance management of Complex Event Processing (CEP) systems. Since CEP systems have distinct characteristics from other well-studied computer systems such as batch and online transaction processing systems and database-centric applications, these characteristics introduce new challenges and opportunities to the performance management for CEP systems. Methodologies used in benchmarking CEP systems in many performance studies focus on scaling the load injection, but not considering the impact of the functional capabilities of CEP systems. This thesis proposes the approach of evaluating the performance of CEP engines’ functional behaviours on events and develops a benchmark platform for CEP systems: CEPBen. The CEPBen benchmark platform is developed to explore the fundamental functional performance of event processing systems: filtering, transformation and event pattern detection. It is also designed to provide a flexible environment for exploring new metrics and influential factors for CEP systems and evaluating the performance of CEP systems. Studies on factors and new metrics are carried out using the CEPBen benchmark platform on Esper. Different measurement points of response time in performance management of CEP systems are discussed and response time of targeted event is proposed to be used as a metric for quality of service evaluation combining with the traditional response time in CEP systems. Maximum query load as a capacity indicator regarding to the complexity of queries and number of live objects in memory as a performance indicator regarding to the memory management are proposed in performance management of CEP systems. Query depth is studied as a performance factor that influences CEP system performance.

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44

Choisne, Franck R. (Franck Remi Didier) Carleton University Dissertation Management Studies. ""Performance measurement for total quality management."." Ottawa, 1994.

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45

Song, Yang. "Performance management in Chinese commercial banks." Thesis, University of Kent, 2016. https://kar.kent.ac.uk/57089/.

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This dissertation aims to design and implement a tailored performance management framework for Chinese commercial banks in order to deal with some of the bank problems. Chinese commercial banks are experiencing rapid development from both internal management and external environments. With increasingly fierce competition, more strict risk management requirements and ongoing reform of process-oriented bank, many issues emerged regarding to the banks management and operations. Performance management is believed to be an effective tool to deal with some of the bank problems. However, the current performance management frameworks used in Chinese commercial banks are mostly designed for general organizations. There is lack of a systematic performance management framework specially designed for Chinese commercial banks considering features of banking operations and their current situations. Thus in this study, the main features of Chinese commercial banks are firstly discussed, which include risk management and external supervisory institutions. Then a performance management review is carried out including key definitions and current developments of performance management theories as well as some performance management methods. The commonly applied six steps performance management framework is adopted in this research since it is consistent with the research purpose. After that, the current performance management studies and practices in Chinese commercial banks are reviewed and discussed. Meanwhile, recent studies show that suitable performance management models are closely related to organizational structure. Therefore a review of organizational structure theories, especially the Minzberg's configuration theory, is carried out. The configuration theory suggests applying different management approaches for different parts of an organization, which assists to identify different structures in Chinese commercial banks and then design proper performance management activities. Based on the above review, a performance management framework for Chinese commercial bank is developed. This framework initially follows the six steps framework and integrates the bank features in management and operations into the performance management activities. The configuration theory is also applied in this framework in order to identify performance management targets as well as design proper performance management approaches. The main contingency factors related to this framework are discussed, especially the factor of stable organizational structure, since a rapid changing organizational structure requires further adjustments of the framework. This framework is applied in a case study which is carried out in a Chinese commercial bank located in Henan province. A performance management system is designed and implemented according to the framework based on the banks current situation. Feedback is collected after the implementation, and generally is positive. The framework is then adjusted by introducing performance tree method in order to deal with rapidly changing organizational structure. Compared with other methods, Performance tree method does not rely on the current organizational structure (e.g. Department structure) to carry out the strategy decomposition and deployment. It is also powerful in looking for innovative improvements in operations. The adjusted framework is applied in another case study carried out in a commercial bank located in Zhejiang province. This bank is experiencing rapid change in both management and operations due to process-oriented banking reform. Traditional performance management approach is found failed to deal with their current situation. A performance management system is designed for this bank based on the adjusted framework. Moreover, we also assist to develop a digital mission monitoring system to track and carry out their daily performance management activities. The feedback is positive after the implementation, and the bank is praised for good progress in building of process-oriented bank. The main contribution of this dissertation is the design and implementation of the tailored performance management framework for Chinese commercial banks, especially the adjustments in framework by introducing the performance tree method. It enriches theories and practices of performance management system in a rapid changing organizational structure. Further studies are suggested to look for more applications of performance tree method in different type of organizations.

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46

Grass, Marcus. "Performance management systems in customer service." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264205.

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When management sets performance goals the expectation is that employees should strive to reach them, they are used to drive motivation and increase performance. However, the task of instituting performance goals should not be taken lightly. The goals need to fair, measurable, and accepted by the employees who are to adopt them. There are pitfalls to avoid when setting up performance management systems. If goals are not fair, they can breed resentment against the performance management system. If goals are not easily measurable, their validity in the view of the employees can fade as they cannot tell if their work impacts the goals. This thesis examines the deployment of a performance management application to bolster an already existing performance management system. The thesis involves both the construction of the application, using theory from the field of performance management to inspire its functions, and the investigation into how the application affects increased performance and job satisfaction for the employees who uses it. Thus, the thesis takes theories from performance management, some with their genesis before the digital age; and applied them in a digital format, investigating how well they apply within the space of a web application. The analysis concludes that employing a web application as part of a performance management system can increase engagement with that system. However, if that system is poorly implemented, the positive effects sought from a performance management system, increased performance and job satisfaction, can turn into negative effects such as increased negative stress for the employees. In the studied case, the existing performance management system was poorly fit for some employees, and well fit for others. The result of deploying the web application was increased engagement and a high affect for the web application by those for whom the system fit well, and low engagement and negative affect for the web application by those for whom the system fit poorly. Additionally, implementing competitions made the application more appealing and caused employees to actively use it. Thus, making employees seek to engage more with the underlying performance management system.
När chefer sätter mål för arbetare finns en förväntan att arbetarna ska jobba för att uppnå dem, målen används för att driva motivation och att få arbetarna att uppnå högre produktivitet. Men, innan mål sätts bör dessa tänkas igenom grundligt. Målen måste vara rättvisa, mätbara, och accepteras av arbetarna som komma att arbeta under dem. Om målen inte år rättvisa kan dem leda till negativt anseende av förtaget från arbetarna. Om målen inte är mätbara kan deras validitet ifrågasättas då arbetarna inte kan se om deras arbete tar dem närmare att uppfylla målen. Detta examensarbete undersöker vad som händer när en performance managementwebbapplikation används för att förstärka ett existerande performance management-system. Examensarbetet innefattar både konstruktionen av applikationen, och undersökningen av hur applikationen påverkar produktivitet och jobbnöjdhet för arbetarna som använder applikationen. Därav tar examensarbetet teorier från fältet performance management, vissa uttänkta innan digitaliseringens ålder, och undersöker hur dessa fungerar inom ramarna för en webbapplikation. Analysens slutsats är att en webbapplikation med syftet att komplettera ett underliggande performance management-system kan öka arbetarnas engagemang gentemot det underliggande systemet. Dock, om det underliggande systemet lider av brister kan de önskade positiva effekterna av systemet, ökad produktivitet och jobbnöjdhet, vändas till negativa effekter som ökad stress för arbetarna. I det studerade fallet var det underliggande performance management-systemet välanpassat för de flesta arbetare, men dåligt anpassat för en mindre grupp. Resultatet av att införa applikationen var ökat engagemang och uppskattning för performance management-systemet och webbapplikationen från de arbetare för vilka systemet var välanpassat, men lågt engagemang och låg uppskattning för de arbetare för vilka systemet passade dåligt. Ytterligare, implementationen av tävlingar i applikationen gjorde applikationen mer attraktiv och rolig att använda för arbetarna. Detta ledde till att arbetarna sökte sig till applikationen, och därmed sökte sig till att engagera mer med det underliggande performance management-systemet.

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47

Angermund, Emma, and Emma Lindqvist. "Working with Time Management in IT Consulting : Developing a Time Management Strategy by Using Performance Management." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-124069.

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Time is in control of our everyday life and work life. Time is a valuable resource of which everyone possesses the same amount. In work life, time is important; it rules the workday and the tasks that are being performed. Time is even more significant within the consultancy industry, where worked time and competence is what is being delivered to the customers. Since time is of great importance for consulting firms, time management systems and time reporting become a crucial part of a consultant’s day. IT consulting firms spend lots of time and money on business systems, despite this the area of how time management and performance management are connected is relatively unexplored. This report aims to contribute to an enhanced understanding regarding why consultancy firms work with time management, and how data from time management systems could be used. The study will also investigate how the employees could be motivated to use the time management system in the extent that the managers wish, as well as important requirements on data from the time management system. These questions can together give answer to how time management can be aligned with performance management within an IT consultancy firm. The report is based on 14 interviews performed at five different IT consulting firms in the Stockholm area, a participant observation conducted at one of the participating companies, as well as a literature review. The study was performed during the spring of 2013. The study found that the main reason for IT consultant firms to report time is to gain decision support for invoices and salary payments. Being able to see overtime and flextime is something that is appreciated by the employees. Other identified areas of usage are forecasts and estimates, evaluations and follow-ups, utilization rate calculations, and employee care. Regular follow-ups, preferable weekly, are necessary for motivating the employees to work with time management. It is also important that the time management system is easy to use in order for it to generate relevant decision support. The study shows that to implement a successful time management strategy, the following aspects should be considered: (i) to not measure too much, (ii) to have clear communication and weekly deadlines, (iii) to make it simple, (iv) to create awareness among the employees, and (v) to have a time management system that mutually benefits the managers and the employees.

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48

Paull, Megan. "The management of performance by volunteers: The use of performance feedback." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1019.

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The purpose of this study was to examine the use of feedback by managers and co-ordinators of volunteers in the management of performance by volunteers. Research into the use of feedback in the paid workforce was examined extensively. Additionally, research dealing with the application of human resource management theory to volunteers is discussed. A foundation study conducted to examine the performance management practices in use with volunteers in Western Australia forms the basis for a multi-phase qualitative and quantitative examination of the topic. The perceptions of the managers and coordinators of volunteers, and the volunteers themselves about what constitutes poor performance and the role played by feedback in its management are examined Results indicate that the special "nurturing" element associated with managing volunteers, and the general feedback environment including the organisational culture, have an important role to play in the use of feedback. The findings offered here represent a reference point for managers and co-ordinators of volunteers seeking to employ feedback effectively as an effective tool in managing volunteers.

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49

Vangneur, Kathryn Otto. "Financial performance measurement effects on hierarchical consistency and performance." Thesis, London Business School (University of London), 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.339007.

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50

Barry, Shane Charles Francis. "Exploring the Human Resource Management Employee Performance Relationship." Thesis, Griffith University, 2009. http://hdl.handle.net/10072/366866.

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Understanding the relationship between Human Resource Management (HRM) and the performance of organisations has been an ongoing area of interest within management fields. Important in this domain has been ‘the black box’, the unknown construct of connections between HRM and performance, an area which has remained unable to be fully ‘illuminated’ by researchers. The significance of this being, that in increasingly competitive local, national and global markets, it is critically important for organisations to efficiently and effectively manage all forms of resources ’ involved in their operations. Here, human resources play an intrinsically pivotal role. To explore ‘the black box’, and with a refinement to the HRM/performance relationship, this research was driven by an overarching research question which was: What relationship/s did HRM have with employee performance? Focusing on employee performance allowed for the broad performance construct to be more discernable, providing an opportunity to better consider its potential relationships with HRM. To further guide this exploration, research objectives were developed to address unresolved needs in this field to: better conceptualise HRM and employee performance, develop a theoretical model which would assist in explaining the HRM/performance relationship, posit an explanation of the resolution to ‘the black box’, posit an effective methodology with which to research allied phenomena...
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Department of Management
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