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Thematische Bibliographien / Performance management / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Performance management“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 25. Juli 2025

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1

S.Jayakrishna, S. Jayakrishna, N. Sainath N.Sainath, M. V. Subbareddy M.V.Subbareddy, and N. Raji Reddy N.Raji Reddy. "Performance Management System." Indian Journal of Applied Research 1, no. 7 (2011): 145–47. http://dx.doi.org/10.15373/2249555x/apr2012/47.

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2

Challa, Amdissa Jiru, Teklu Tilahun, and Assefa Aga Deribe. "The Link between Components of Performance Management and Performance Management Effect." Annals of the University of Craiova for Journalism, Communication and Management 8, no. 1 (2022): 107–20. https://doi.org/10.5281/zenodo.7470321.

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Research findings on the outcomes of performance management are inconclusive as researches reported both intended and unintended consequences of performance management. This paper investigates the extent to which the components of the performance management process influence the performance management effect in the public organizations. Performance management comprises a range of practices an organization engages in, from which this study investigates the influence of participation in target setting, performance information use, performance information processing capacity, performance review,

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3

VIOLET, J. JERLIN, and H. JOSIAH H.JOSIAH. "Performance Management Using Balanced Scorecard." Indian Journal of Applied Research 4, no. 4 (2011): 1–3. http://dx.doi.org/10.15373/2249555x/apr2014/239.

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4

Dr. C. Swarnalatha, Dr C. Swarnalatha, and T. S. Prasanna T. S. Prasanna. "Performance Management and Employee Engagement." Indian Journal of Applied Research 2, no. 3 (2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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5

Roy, Swapan Kumar. "An Introduction To Performance Management." International Journal of Scientific Research 1, no. 4 (2012): 66–68. http://dx.doi.org/10.15373/22778179/sep2012/24.

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6

Ify, IGBOKWE Philomena. "CONFLICT MANAGEMENT AND ORGANISATIONAL PERFORMANCE." Global Research Review in Business and Economics 10, no. 2 (2024): 54–61. http://dx.doi.org/10.56805/grrbe.24.10.2.27.

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7

Schmidle, Timothy P. "Performance Management." Public Performance & Management Review 35, no. 2 (2011): 370–89. http://dx.doi.org/10.2753/pmr1530-9576350206.

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8

Klingner, Donald E. "Performance Management." Public Integrity 23, no. 6 (2021): 639–42. http://dx.doi.org/10.1080/10999922.2021.1959207.

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9

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

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10

Agarwal, G. K. "Performance Management." NHRD Network Journal 1, no. 2_Special_Issue (2007): 66–69. http://dx.doi.org/10.1177/0974173920070214s.

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11

Shutler, M., and J. Storbeck. "Performance management." Journal of the Operational Research Society 53, no. 3 (2002): 245–46. http://dx.doi.org/10.1057/palgrave.jors.2601345.

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12

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

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13

Engel, Fred. "Performance management." netWorker 3, no. 4 (1999): 44–49. http://dx.doi.org/10.1145/323409.328688.

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14

Evans, A. "Performance management." Postgraduate Medical Journal 72, no. 852 (1996): 639. http://dx.doi.org/10.1136/pgmj.72.852.639.

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15

Kim, Gil-Whan. "Evaluating Inventory Management Performance as Measured by Inventory Management Efficiency." International Academy of Global Business and Trade 19, no. 3 (2023): 25–43. http://dx.doi.org/10.20294/jgbt.2023.19.3.25.

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Purpose - To measure inventory management performance, we aim to develop a new indicator from which the random variation factor is eliminated. To this end, we propose inventory management efficiency (IME) as a novel metric to which technical efficiency is applied. Design/Methodology/Approach - To properly define IME,we established an inventory turnover function for which the multiplicative model represents the relationship between inventory turnover and its determinants, such as gross margin, capital intensity, and sales surprise, as suggested by Gaur et al. (2005). In addition, based on

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16

Nawab, Samina, Tahira Nazir, Muhammad Mohsin Zahid, and Syed Muhammad Fawad. "Knowledge Management, Innovation and Organizational Performance." International Journal of Knowledge Engineering-IACSIT 1, no. 1 (2015): 43–48. http://dx.doi.org/10.7763/ijke.2015.v1.7.

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17

Pandey, Manoj, and Rajesh Kr Dubey. "Performance Measures in Supply Chain Management." Indian Journal of Applied Research 4, no. 2 (2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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18

Kumar Dahal, Rewan. "Management accounting practices and organizational performance." Problems and Perspectives in Management 20, no. 2 (2022): 33–43. http://dx.doi.org/10.21511/ppm.20(2).2022.04.

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Management accounting practices (MAPs) are crucial for manufacturing firms to control diverse organizational operations and improve their organizational performance. The study aimed to analyze the scope of MAPs and their association with the organizational performance of Nepalese manufacturing firms. The outcomes relied on primary data obtained through structured survey from 223 medium to top-level employees of the selected companies. It was found that traditional management accounting practices had greater dominance (β = 0.817, p = 0.000) in the package of MAPs than contemporary management ac

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19

Smt., N.P. Reetha. "FUTURE TRENDS IN PERFORMANCE MANAGEMENT SYSTEM." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 325–30. https://doi.org/10.5281/zenodo.3228008.

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<em>Almost every company has a performance management system or conducts performance reviews with employees. However there is little research that demonstrates the performance management system is effective at modifying performance, especially in knowledge workers. Performance management system is the systematic approach to measure the </em><em>performance of employees</em><em>. It is a process through which the organization aligns their mission, goals and objectives with available resources (e.g. Manpower, material etc), systems and set the priorities.  The execution administra

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20

Rea, Carol A., and David M. Rea. "Managing performance and performance management." Journal of Management in Medicine 16, no. 1 (2002): 78–93. http://dx.doi.org/10.1108/02689230210428643.

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21

Lebas, Michel J. "Performance measurement and performance management." International Journal of Production Economics 41, no. 1-3 (1995): 23–35. http://dx.doi.org/10.1016/0925-5273(95)00081-x.

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22

Minonne, Clemente, and Geoff Turner. "Evaluating Knowledge Management Performance." Electronic Journal of Knowledge Management (EJKM) 7, no. 5 (2009): 583–92. https://doi.org/10.5281/zenodo.3337976.

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As organisations become increasingly aware that knowledge is among their most valuable strategic assets, they will be forced to re-evaluate the way in which they engage with the source of that knowledge to underpin their sustainable development. This will create a fundamental change to established practice; a change that results in a paradigm shift from the traditional operational approach to a more strategic involvement in knowledge management. This change is promoted by the knowledge management maturity model (KM3). KM3 is founded on the idea that successful knowledge management comprises fo

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23

Riswan, Riswan. "PERANAN AKUNTANSI TERHADAP MANAJEMEN KEUANGAN USAHA KECIL MENENGAH (UKM) DAN KOPERASI DI INDONESIA." Performance 23, no. 2 (2017): 110. http://dx.doi.org/10.20884/1.performance.2016.23.2.274.

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

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24

Jasim, Haider Mohammed. "IMPROVING INDUSTRIAL PROJECT MANAGEMENT AND EMPLOYEE PERFORMANCE THROUGH MANAGEMENT BY OBJECTIVES." American Journal of Interdisciplinary Innovations and Research 6, no. 10 (2024): 55–61. http://dx.doi.org/10.37547/tajiir/volume06issue10-06.

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The research aims to clarify the concept of management by objectives and its role in improving project management by improving employee performance. It also explains the importance of management by objectives and clarifies the concept of project management, its importance, and the factors that help improve it. It also describes the concept of employee performance and the factors that help improve and develop performance. In order to test the research hypothesis, the statistical analysis program (SPSS) was used. The research sample was a group of Iraqi companies, and the research sample was 199

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25

Zulaecha, Ngiu. "THE IMPACT OF TALENT MANAGEMENT ON PERFORMANCE: MODERATING EFFECT OF CAREER MANAGEMENT." Indian Journal of Economics and Business 20, no. 2 (2021): 371–87. https://doi.org/10.5281/zenodo.5409729.

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Abstract: Talent managements emphasizes on talent which is defined as a high performance with developed skills. The research will address approaches implemented in talent management across different countries in the world, and then will address studies implemented in the Middle East, and at last the research will provide a detailed case study in Lebanon about the impact of talent management on employees’ performance. The quantitative methodology will be implemented for data collection of 100 respondents to study the impact of talent management on employees’ performance. Retention a

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26

Saxena, Aseem. "Human Resource Management Practices on Teachers Performance." Journal of Advances and Scholarly Researches in Allied Education 15, no. 4 (2018): 17–20. http://dx.doi.org/10.29070/15/57126.

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27

Maślanka-Wieczorek, Beata. "Talent management and high performance work system." JOURNAL OF INTERNATIONAL STUDIES 7, no. 1 (2014): 102–8. http://dx.doi.org/10.14254/2071-8330.2014/7-1/9.

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28

Mohamad Khan, Wahidah Shah, Hamimah Adnan, Ahmad Shazrin Mohamed Azmi, and Abdul Hadi Nawawi Muhammad Redza Rosman. "Risk Management and Corporate Real Estate Performance." Paripex - Indian Journal Of Research 3, no. 3 (2012): 1–6. http://dx.doi.org/10.15373/22501991/mar2014/1.

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29

Kumar, Rajeev. "Performance Measurement in Dairy Supply Chain Management." Paripex - Indian Journal Of Research 3, no. 3 (2012): 100–101. http://dx.doi.org/10.15373/22501991/mar2014/34.

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30

Kumar, Nikhil. "Advantage of on-Line Performance Management System." Global Journal For Research Analysis 3, no. 5 (2012): 73–74. http://dx.doi.org/10.15373/22778160/may2014/27.

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31

Mandla, Rashi. "ENHANCING GENDER-RESPONSIVE POLICING THROUGH PERFORMANCE MANAGEMENT." International journal of social sciences 4, no. 5 (2024): 1–6. https://doi.org/10.55640/ijss-04-05-01.

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This study examines the role of performance management in enhancing gender-responsive policing practices aimed at safeguarding women's safety and rights in India. Despite legislative reforms and policy initiatives, women in India continue to face various forms of gender-based violence and discrimination. Effective policing is crucial in addressing these challenges and ensuring women's access to justice and protection. Performance management frameworks, including goal setting, performance measurement, feedback mechanisms, and accountability mechanisms, offer strategic tools for enhancing the ef

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32

Barkdoll, Gerald L. "Wobewithus Performance Management." Public Administration Review 49, no. 3 (1989): 295. http://dx.doi.org/10.2307/977018.

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33

Ntalasha, John, and Jackson Phiri. "Performance Management Systems." International Journal of Applied Management Sciences and Engineering 7, no. 2 (2020): 57–79. http://dx.doi.org/10.4018/ijamse.2020070104.

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The purpose of this study is to develop a model for evaluating and improving performance in organizations. The design of research is based on Pulakos' performance management process model and follows the mixed methods research approach. The findings of the study reveal factors leading to challenges with performance management systems (PMS) in firms based on Pulakos' performance management process model. The study then provides recommendations for factors that can be used to address challenges with performance management systems in firms. The recommendations made are consistent with the general

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34

Van Dooren, Wouter. "Better Performance Management." Public Performance & Management Review 34, no. 3 (2011): 420–33. http://dx.doi.org/10.2753/pmr1530-9576340305.

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35

Zinsmayer, Philipp. "Marketing Performance Management." Controlling 26, no. 2 (2014): 106–8. http://dx.doi.org/10.15358/0935-0381_2014_2_106.

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36

Dwivedi, Dr Savita. "Employee Performance Management." International Journal for Research in Applied Science and Engineering Technology 9, no. VIII (2021): 8–19. http://dx.doi.org/10.22214/ijraset.2021.37198.

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37

Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (2021): 1–12. http://dx.doi.org/10.14738/abr.96.10267.

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Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in tradit

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38

Gowdy, Elizabeth A., Charles A. Rapp, and John Poertner. "Management Is Performance:." Administration in Social Work 17, no. 1 (1993): 3–22. http://dx.doi.org/10.1300/j147v17n01_02.

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39

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

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40

Brumback, Gary. "Performance Management Fundamentals." Industrial and Organizational Psychology 4, no. 2 (2011): 182–83. http://dx.doi.org/10.1111/j.1754-9434.2011.01321.x.

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41

Pelloneová, Natalie. "Cluster performance management." ACC Journal 26, no. 2 (2020): 94–100. http://dx.doi.org/10.15240/tul/004/2020-2-008.

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The presented article is based on research evaluating the impact of cluster organisations on the financial performance of member entities. The author’s doctoral thesis examines whether there is a difference in the financial performance of cluster organisations created through the bottom-up and the top-down approaches, under the conditions existing in the Czech Republic. Both types of clusters that meet the condition of maturity (established before or in 2012) and of a high degree of activity were selected for the research. The financial performance of member business entities was assessed usin

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42

Isaac Mwita, John. "Performance management model." International Journal of Public Sector Management 13, no. 1 (2000): 19–37. http://dx.doi.org/10.1108/09513550010334461.

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43

Van Peursem, K. A., M. J. Prat, and S. R. Lawrence. "Health management performance." Accounting, Auditing & Accountability Journal 8, no. 5 (1995): 34–70. http://dx.doi.org/10.1108/09513579510103254.

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44

Natale, Samuel M., Anthony F. Libertella, and Brian Rothschild. "Team performance management." Team Performance Management: An International Journal 1, no. 2 (1995): 6–13. http://dx.doi.org/10.1108/13527599510075236.

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45

Hibah Yuliana Khamila, Fithiyatul Husnah, and Mochammad Isa Anshori. "Agile Performance Management." Sammajiva: Jurnal Penelitian Bisnis dan Manajemen 1, no. 4 (2023): 01–23. http://dx.doi.org/10.47861/sammajiva.v1i4.503.

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In order to improve employee performance, intervention on motivation is highly recommended. Apart from increasing the motivation of its employees, companies also need to direct their employees to have an agile performance management system. By implementing agile performance management, employees will be able to achieve the company's vision and mission, meet growing business needs and drive the company's progress. In working on this article the author used the library research method (Literaty Research), namely research activities carried out by collecting information and data with the help of

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46

Bourne, Mike, Monica Franco, and John Wilkes. "Corporate performance management." Measuring Business Excellence 7, no. 3 (2003): 15–21. http://dx.doi.org/10.1108/13683040310496462.

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47

Boyde, T. R. C. "Medical Performance Management." Journal of the Royal Society of Medicine 97, no. 4 (2004): 204–5. http://dx.doi.org/10.1177/014107680409700420.

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48

Robertson, Ivan, Patrick Gibbons, Helen Baron, Rab MacIver, and Gill Nyfield. "Understanding Management Performance." British Journal of Management 10, no. 1 (1999): 5–12. http://dx.doi.org/10.1111/1467-8551.00107.

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49

Baumöl, Ulrike. "IT-Performance-Management." Controlling 20, no. 10 (2008): 511–12. http://dx.doi.org/10.15358/0935-0381-2008-10-511.

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50

Möller, Klaus, Marten Schläfke, and Carsten Schönefeld. "Wirkungsorientiertes Performance Management." Controlling 23, no. 7 (2011): 372–78. http://dx.doi.org/10.15358/0935-0381-2011-7-372.

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