Relevant bibliographies by topics / Employee performance management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee performance management'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 January 2023

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Journal articles on the topic "Employee performance management"

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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 (October 1, 2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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Dwivedi, Dr Savita. "Employee Performance Management." International Journal for Research in Applied Science and Engineering Technology 9, no. VIII (August 5, 2021): 8–19. http://dx.doi.org/10.22214/ijraset.2021.37198.

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Topjian, Diana F., Tavia F. Buck, and Regenia Kozlowski. "Employee performance." Nursing Management (Springhouse) 40, no. 4 (April 2009): 24–29. http://dx.doi.org/10.1097/01.numa.0000349686.01295.b5.

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AlShowair, Rowa M., and Mona Alkhattabi. "Impact of a Web-Based Application for Employee Performance Management (EPMS) on Employee Performance: Employees’ Opinions." International Journal of u- and e-Service, Science and Technology 8, no. 4 (April 30, 2015): 37–50. http://dx.doi.org/10.14257/ijunesst.2015.8.4.05.

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Bibi, Munaza. "Impact of Talent Management Practices on Employee Performance." SEISENSE Journal of Management 2, no. 1 (December 23, 2018): 22–32. http://dx.doi.org/10.33215/sjom.v2i1.83.

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Purpose- The purpose of this study was to determine the effect of talent management practices on employee performance among employees working in healthcare organizations of Pakistan. Design/Methodology- This study employed a cross-sectional design and quantitative approach. To select the sample from the population convenience sampling was utilized. The sample of the study was comprised of 364 employees working in healthcare organizations to determine the performance of employee because of talent management practices. Questionnaire was used for collection of data. Findings- The outcomes of the study revealed a significantly positive effect of talent management practices i.e. recruitment and selection for talent attraction, coaching and mentoring for learning and development of talent, compensation for retention of talent on employee performance. Practical Implications- The results of study might help human resource management department of health care organizations through executing practices to manage talented employees can help them to motivate employee to perform effectually to meet the organizational objectives. Health care organizations should develop strategies and practices to manage the talent to be able to embrace changes through attracting, developing and retaining the talented employees to tackle the current and future needs of organization.
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Hana Angelica Daniella Mantow and B. Medina Nilasari. "The Effect of Knowledge Management and Talent Management on Employee Performance." Jurnal Manajemen 26, no. 1 (February 28, 2022): 51–66. http://dx.doi.org/10.24912/jm.v26i1.837.

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Research objective are to see the impact of knowledge management and talent management on employee performance mediated by employee development. The sample of research is 225 employees who work in the field of information technology in the Jakarta area. Data analysis method using Structural Equation Model. The study showed that knowledge management and talent management have an impact on employee performance, the employee development variable is proven to be a mediation between knowledge management and employee performance, but the employee development variable cannot mediate between talent management and employee performance. Companies should provide knowledge management such as providing company web facilities as a place where employees can share their knowledge, and also develop talent management with training and development programs that will improve employee performance.
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Gruman, Jamie A., and Alan M. Saks. "Performance management and employee engagement." Human Resource Management Review 21, no. 2 (June 2011): 123–36. http://dx.doi.org/10.1016/j.hrmr.2010.09.004.

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Huseynova, Aydan, Jana Matošková, and Ales Gregar. "Linking employer branding and firm-level performance: The case of Azerbaijani firms registered on Glassdoor." Problems and Perspectives in Management 20, no. 1 (January 27, 2022): 128–42. http://dx.doi.org/10.21511/ppm.20(1).2022.12.

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In today’s competitive labor market, firms use employer branding strategies to engage their workforce for better performance. However, the current understanding of the role of employer branding in firm-level performance in the context of developing countries is very limited. This study aims to investigate the importance of employee retention and recruitment efficiency to strengthen the relationship between employer branding and firm-level performance. Data are collected from 316 Azerbaijani firms that are tagged by the Glassdoor and reviewed by former employees. Structural equation modeling is used to test the hypotheses. The results of the study show that employer branding can enhance firm-level performance through employee retention and recruitment efficiency. However, online employee reviews on the Glassdoor do not moderate the connection between employer branding and employee retention. Current employees feel motivated to continue working with those companies which show excellent employer strategies. Furthermore, a firm’s strategy to attract the best employee pool improves firm-level performance. It is also concluded that employees working in developing countries do not concern about online reviews on their employer, and prefer to continue working despite contrary thoughts. Acknowledgment Author acknowledges the financial support provided by Internal Grant Agency (IGA/FaME/2019/008) of FaME through Tomas Bata University in Zlin, Czech Republic.
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Hvizdová, Eva, and Jana Brezanská. "Sport versus employee performance." Scientific Bulletin of the Odessa National Economic University 9-10, no. 286-287 (2021): 125–31. http://dx.doi.org/10.32680/2409-9260-2021-9-10-286-287-125-131.

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Kagaari, James, John C. Munene, and Joseph Mpeera Ntayi. "Performance management practices, employee attitudes and managed performance." International Journal of Educational Management 24, no. 6 (August 17, 2010): 507–30. http://dx.doi.org/10.1108/09513541011067683.

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PurposeThe purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.Design/methodology/approachUsing a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.FindingsThe paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.Research limitations/implicationsThis was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.Practical implicationsThe paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.Originality/valueThe paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.
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Dissertations / Theses on the topic "Employee performance management"

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Elding, Darren James. "Modelling employee motivation and performance." Thesis, University of Birmingham, 2005. http://etheses.bham.ac.uk//id/eprint/11/.

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This research reviewed the history of motivation and performance modelling, with particular regards to the performance of employees in a work environment. The evolution of motivational theories was discussed before the motivational models arising from these theories were examined and critiqued. The wide range of, often conflicting, studies and theories in this area has led to a situation where no single model has been able to capture all the complexities of the internal and external influences on human motivation and performance. Models have broadly fallen into one of two categories: cognitive, focusing on the individual’s thought processes and social-cognitive, focusing on the influences from social and contextual variables. Bong [1996] suggested that a broader model of motivation may be developed by adopting either an integrative approach, whereby a general model is built that incorporates the wide range of potential motivational variables, or by building several models that focus on each dimension separately. Needs based and process based motivational theories, which will provide the foundation of any model of motivation, were reviewed in Chapter Three. Chapter Four then introduced the two existing models of motivation models that are the main focus of this study, Hackman and Oldham’s Job Characteristics model and Porter and Lawler’s Expectancy model. Each model was reviewed and critiqued before being amended and expanded to more fully explain the social and cognitive motivational processes and satisfy the criticisms identified. Although there are no obvious areas of overlap between the largely social-cognitive Job Characteristics model and the largely cognitive Expectancy model, Chapter Five explains that by changing the terms used to describe the variables in each model the similarities between them may be identified. Identifying the areas of overlap allows the two models to be integrated into one. This new model of motivation expands upon the original models in that it combines both the social-cognitive and cognitive approaches and also incorporates more of the motivational theories discussed in Chapter Three than either of the two original models. The new model of motivation was tested via a data survey in four organisations. In each case, the level of correlation between the levels of the recorded variables, such as satisfaction and motivation, and those predicted by the model were generally high. The results of the data survey and the performance of the model were discussed in Chapter Six. One of the main aims of this thesis was to produce a model of motivation that was of practical use to the management of an organisation. Such a model should go beyond the existing theoretical models and allow those responsible for motivating a workforce to experiment with alternative job design strategies and evaluate their likely effects upon motivation and performance. Chapter Seven describes the spreadsheet-based model that was built in this study.
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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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Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.

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Addair, Angela Michelle. "Retail Employee Motivation and Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7453.

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Retail industry leaders seek effective strategies to improve employee motivation to increase levels of workforce productivity. The purpose of this single case study was to explore the strategies successful retail industry leaders used to motivate their employees to achieve higher levels of workforce productivity. The conceptual framework for the study was Vroom's expectancy theory of motivation. The research participants consisted of 2 retail store managers from the same retail store located in southeastern mid-Atlantic region of the United States who successfully motivated their employees. Data collection consisted of semistructured interviews, direct observation, and review of company documents. Data analysis included theme interpretation and data grouping, as well as transcript reviews, and verified the emerging themes from the interview data. The 3 main themes developed from data analysis were workplace motivation, leading by example, and performance. Retail industry leaders might use the findings of this study to provide managers with strategies to motivate their staff. The implication of this study for social change is that retail leaders might apply strategies that engage employees in their jobs while maximizing the sustainability of the organization.
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Brewis, Willem Christiaan Coenraad. "The influence of performance management systems on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1019957.

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This study focused on investigating different performance management systems and the possibility to introduce a performance management system (PMS) into the sales environment of a company. The company the researcher is working for does not have an official PMS and feel the need to investigate the possibility to introduce a PMS. The study investigated an appropriate PMS that promotes engagement levels with employees that will be the ideal system for the sales environment in the company. Both the PMS and engagement impact on employees were addressed and the suitable PMS was selected. Implementing a system within a selected division the researcher will compile a road map for implementing a PMS into the rest of the company with the background and learning done while implementing the system. The employees participated willingly in a survey. The questionnaire assessed the employees understanding of what a PMS is. Further, the questionnaire assessed if the company does have a PMS system in place. The engagement levels of employees were measured and this allowed management to make the appropriate changes to get the employees engaged in the workplace. The results from the survey show that the employees understand and have a need for a PMS. They do understand how a PMS in the workplace work. The company has a system in place to compensate employees for work done. The company does not deal with underperformance and engagement levels are very low. The factors of engagement tested were very low and it addressing the engagement factors integrated in a PMS will increase engagement levels with employees.
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Barbosa-McCoy, Vanessa Lizzette. "Hotel Managers' Motivational Strategies for Enhancing Employee Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2064.

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More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how motivation was captured and measured using interpreted data, verification through the member-checking process, and coding techniques such as mind mapping to identify reoccurring codes and categories. Through thematic analysis, 4 major themes emerged: workplace motivation, job satisfaction, positive performance, and social expectation. Findings from the 4 themes revealed that recognition and guest satisfaction unveiled a positive effect on employee performances and that motivation through community engagement gave employees reasons to perform well. The effectiveness of MS on employee performance was conceptualized by the expectancy theory to determine motivational triggers and the behavior engineering model to determine which MS led to improved performance. Social implications include encouraging hotel GMs to adjust and develop motivational strategies that engage employees to improve the employee-customer relationship and to increase community involvement which may promote positive social change.
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Skorbinski, Roger. "The impact of performance management processes on employee-employer relationships in a listed telecommunications company." Thesis, Cape Peninsula University of Technology, 2006. http://hdl.handle.net/20.500.11838/2060.

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2006.
The performance contract governs the employee-employer relationship and forms the basis of the exchange relationship that exists in organisations today. The exchange relationship has evolved as a result of the turbulent economic environment, and replaced the old psychologicalcontract between employee and employer. The present study looked at the extent to which the performance management process influences employee-employer relations. The. research focused on the impact of performance management on employee behaviour and their subsequent contribution to the success of organisational interventions. The ernplovee-emplover relationship often suffers due to the unsuccessfulor ineffective implementation of performance management systems, negatively affecting the organisational climate for the implementation of organisational interventions
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Sauls, Lucretia. "The relationship between employee engagement and performance in a South African bottling company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021171.

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Employee engagement is emerging as a critical organisational issue especially as organisations are recovering from the trauma of the global recession and constant change. Employee engagement has been an area of interest among many researchers and it has received even greater recognition among consulting firms. Therefore, there is a need for academic research on this theory to ascertain the claims of the human resource consulting firms as well as to add to the existing knowledge of employee engagement in the literature. The main aim of the research was to establish whether there is a relationship between employee engagement and performance. The methodology was based on secondary research by means of statistics for employee engagement and performance scores obtained of permanent employees from the organisation under study. A structured survey for employee engagement was used and compared over a two year period as well as performance scores over a two year period. The empirical findings of this study in terms of the relationship between employee engagement and job performance were evident in that a relationship between the variables was proved; however findings from the qualitative research suggest direct and strong relationship between employee engagement and job performance, whereas the current study has not highlighted a very strong relationship based on the empirical findings.
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Sheppard, George. "Work-Life Balance Programs to Improve Employee Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2058.

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Although work-life balance programs in the United States have become increasingly popular through the years, there is still a need to understand the contributions of these programs on employee performance. The purpose of this case study was to explore the work-life balance programs that nonprofit school leaders utilize to improve employee performance at a charter school organization. The job demands-resources model formed the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 10 managers and 10 non-managerial employees working at a charter school organization in Harlem, New York. Data collection also included organizational performance track indicator documents on employee absenteeism, turnover, motivation, productivity, job satisfaction, and retention, archived organizational records on WLB programs, and current WLB programs and policies guidelines. Through methodological triangulation, a number of themes emerged. These themes included work-life balance programs' effectiveness, the importance of a supportive work environment, employee commitment and motivation, employee well-being and productivity, employee job satisfaction and quality work life, organizational culture change, and low utilization of the job sharing program. According to the study results, work-life balance programs could help improve organizational culture and employee overall performance. The results of this study may contribute to social change by preparing employers for success while simultaneously positioning individuals to attain optimum balance between work and life responsibilities.
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Jewoola, Olatubosun Emmanuel. "Employer/employee perceptions of performance appraisal and organizational outcomes| A case study approach." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648298.

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There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes. With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes. Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded. NVivo software was used in generating the major thematic links and invariant constituents of the study. Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems. Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization. These employees reported experiences of motivation, loyalty, commitment, and productivity as they received their feedback. The study identified human resource development activities that could further achieve the real and genuine objectives of performance appraisal system.

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Books on the topic "Employee performance management"

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Performance management: Perspectives on employee performance. London: International Thomson Business Press, 1998.

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Charnov, Bruce H. Management report: Appraising employee performance. Westbury, N.Y: Caddylak Pub., 1985.

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Health, Manitoba Manitoba. Effective performance management: Employee guide. [S.l.]: Manitoba Health, 1986.

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Anderson, Neil, and Ute Hülsheger. Employee Selection and Performance Management. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2008. http://dx.doi.org/10.4135/9781446261507.

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Managing employee performance problems. Menlo Park, Calif: Crisp, 1997.

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Krausert, Achim, ed. Performance Management for Different Employee Groups. Heidelberg: Physica-Verlag HD, 2009. http://dx.doi.org/10.1007/978-3-7908-2197-0.

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Mone, Edward M., and Manuel London. Employee Engagement Through Effective Performance Management. Second Edition. | New York : Routledge, 2018. | Revised edition: Routledge, 2018. http://dx.doi.org/10.4324/9781315626529.

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Sherwin, Swire Wendy, ed. Anytime coaching: Unleashing employee performance. Vienna, VA: Management Concepts, 2009.

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Performance management. London: Kogan Page, 1994.

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Bjornlund, Lydia D. Employee performance: Appraisal and management : leader's guide. Washington, DC (777 North Capitol St., NE, Suite 500, Washington 20002-4201): ICMA, 1997.

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Book chapters on the topic "Employee performance management"

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Mone, Edward M., and Manuel London. "Recognizing Employee Performance." In Employee Engagement Through Effective Performance Management, 105–14. Second Edition. | New York : Routledge, 2018. | Revised edition: Routledge, 2018. http://dx.doi.org/10.4324/9781315626529-6.

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Stor, Marzena. "Employee Performance Appraisal." In Human Resources Management in Multinational Companies, 132–69. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003357087-5.

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Roberts, Gary E. "Employee Performance Management Principles." In Servant Leader Human Resource Management, 153–78. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137428370_7.

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Tarique, Ibraiz, Dennis R. Briscoe, and Randall S. Schuler. "International employee performance management." In International Human Resource Management, 365–92. 6th ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429441462-16.

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Llorens, Jared J., Donald E. Klingner, and John Nalbandian. "Leadership and Employee Performance." In Public Personnel Management, 201–23. Seventh Edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315271255-9.

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Sarto, Fabrizia. "Bonuses (Employee for Performance)." In Encyclopedia of Sustainable Management, 1–7. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_880-1.

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Whittington, J. Lee, Simone Meskelis, Enoch Asare, and Sri Beldona. "Enhancing Engagement Through Effective Performance Management." In Enhancing Employee Engagement, 81–90. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-54732-9_8.

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Baker, Tim. "Management Myth # 5—A Satisfied Employee is a Productive Employee." In Performance Management for Agile Organizations, 125–40. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-40153-9_8.

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Mone, Edward M., and Manuel London. "Understanding Performance Appraisal." In Employee Engagement Through Effective Performance Management, 13–29. Second Edition. | New York : Routledge, 2018. | Revised edition: Routledge, 2018. http://dx.doi.org/10.4324/9781315626529-2.

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Mone, Edward M., and Manuel London. "Managing and Preventing Employee Burnout." In Employee Engagement Through Effective Performance Management, 183–207. Second Edition. | New York : Routledge, 2018. | Revised edition: Routledge, 2018. http://dx.doi.org/10.4324/9781315626529-10.

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Conference papers on the topic "Employee performance management"

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Xia, Huang, and Liu Yang. "The Employer Branding and Employee Performance." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.609.

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An, Lu. "Management of knowledge employee performance." In 2nd International Conference on Management Science and Industrial Engineering (MSIE 2013). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/msie-13.2013.129.

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Kulachai, Waiphot, Piya Narkwatchara, Pralong Siripool, and Kasisorn Vilailert. "Internal communication, employee participation, job satisfaction, and employee performance." In 15th International Symposium on Management (INSYMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/insyma-18.2018.31.

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"The Role of Employee Relations Management in Improving Employee Performance." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.267.

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Elfiswandi, Jhon Veri, and Muhammad Ridwan. "The Determinants of Employee Performance." In International Conference on Business, Management and Economics. Acavent, 2018. http://dx.doi.org/10.33422/icbme.2018.12.32.

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Muchtar, Yasmin Chairunisa, and Linda Trimurni Maas. "Employee Performance Analysis: The Influence of Local Wisdom-Based Communication Strategy And Employee Engagement on Employee Performance." In 3rd International Conference on Business and Management of Technology (ICONBMT 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.211226.030.

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Santoso, Joko Bagio, and Megayani. "Determinants of Employee Performance." In Proceedings of the 5th Annual International Conference on Management Research (AICMaR 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/aicmar-18.2019.26.

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Yasmin, Zafira, Budi Santoso, and Yana Setiawan. "Authentic Leadership and Employee Performance." In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.121.

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Putri, Salsabila Maharani Surya. "The Relationship Between Employee Motivation And Employee Performance in BPR TASPEN." In International Conference on Management, Education and Social Science (MESS). RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/mess.v1i1.10.

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Hsi-An Shih, Chu-Chun Hsu, and Hui-Wen Tsay. "Employee-organization relationship and job performance." In 2011 IEEE International Technology Management Conference (ITMC). IEEE, 2011. http://dx.doi.org/10.1109/itmc.2011.5996070.

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Reports on the topic "Employee performance management"

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Honig, Dan. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond. Research on Improving Systems of Education (RISE), August 2022. http://dx.doi.org/10.35489/bsg-rise-misc_2022/04.

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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.
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Apiyo, Eric, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Improving Pharmacovigilliance Quality Management System in the Pharmacy and Poisions Board of Kenya. Purdue University, December 2021. http://dx.doi.org/10.5703/1288284317444.

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The purpose of this study was to explore ways of improving the pharmacovigilance quality system employed by the Pharmacy and Poisons Board of Kenya. The Pharmacy and Poisons Board of Kenya employs a hybrid system of pharmacovigilance that utilizes an online system of reporting pharmacovigilance incidences and a physical system, where a yellow book is physically filled by the healthcare worker and sent to the Pharmacy and Poisons Board for onward processing. This system, even though it has been relatively effective compared to other systems employed in Africa, has one major flaw. It is a slow and delayed system that captures the data much later after the fact and the agency will always be behind the curve in controlling the adverse incidents and events. This means that the incidences might continue to arise or go out of control. This project attempts to develop a system that would be more proactive in the collection of pharmacovigilance data and more predictive of pharmacovigilance incidences. The pharmacovigilance system should have the capacity to detect and analyze subtle changes in reporting frequencies and in patterns of clinical symptoms and signs that are reported as suspected adverse drug reactions. The method involved carrying out a thorough literature review of the latest trends in pharmacovigilance employed by different regulatory agencies across the world, especially the more stringent regulatory authorities. A review of the system employed by the Pharmacy and Poisons Board of Kenya was also done. Pharmacovigilance data, both primary and secondary, were collected and reviewed. Media reports on adverse drug reactions and poor-quality medicines over the period were also collected and reviewed. An appropriate predictive pharmacovigilance tool was also researched and identified. It was found that the Pharmacy and Poisons Board had a robust system of collecting historical pharmacovigilance data both from the healthcare workers and the general public. However, a more responsive data collection and evaluation system is proposed that will help the agency achieve its pharmacovigilance objectives. On analysis of the data it was found that just above half of all the product complaints, about 55%, involved poor quality medicines; 15% poor performance, 13% presentation, 8% adverse drug reactions, 7% market authorization, 2% expired drugs and 1% adulteration complaints. A regulatory pharmacovigilance prioritization tool was identified, employing a risk impact analysis was proposed for regulatory action.
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Cilliers, Jacobus, Eric Dunford, and James Habyarimana. What Do Local Government Education Managers Do to Boost Learning Outcomes? Research on Improving Systems of Education (RISE), March 2021. http://dx.doi.org/10.35489/bsg-rise-wp_2021/064.

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Decentralization reforms have shifted responsibility for public service delivery to local government, yet little is known about how their management practices or behavior shape performance. We conducted a comprehensive management survey of mid-level education bureaucrats and their staff in every district in Tanzania, and employ flexible machine learning techniques to identify important management practices associated with learning outcomes. We find that management practices explain 10 percent of variation in a district's exam performance. The three management practices most predictive of performance are: i) the frequency of school visits; ii) school and teacher incentives administered by the district manager; and iii) performance review of staff. Although the model is not causal, these findings suggest the importance of robust systems to motivate district staff, schools, and teachers, that include frequent monitoring of schools. They also show the importance of surveying subordinates of managers, in order to produce richer information on management practices.
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Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
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