Journal articles: '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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Awan, Sajid Hussain, Nazia Habib, Chaudhry Shoaib Akhtar, and Shaheryar Naveed. "Effectiveness of Performance Management System for Employee Performance Through Engagement." SAGE Open 10, no. 4 (October 2020): 215824402096938. http://dx.doi.org/10.1177/2158244020969383.

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This article seeks to explore the effectiveness of a comprehensive performance management system in terms of employee performance. Besides, the mediating effect of work engagement was also examined. The performance management system effectiveness (PMSE) was determined by the extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285 employees was selected from various branches of private banks located across Pakistan. A structured questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the Pakistani context. The results indicated a significant impact of PMSE and work engagement on task and contextual performance of employees. Also, complementary mediation of employee work engagement in the relationship between PMSE and employee performance (in terms of task and contextual performances) was also supported. The findings of the research are helpful for the development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that a comprehensive PMSE model including the perception of fairness as a mandatory part, may be introduced for employees’ enhanced work engagement and task/contextual performance. The mediating relationship of work engagement has established the process of PMSE for the task and contextual performances of employees, which is a valuable contribution of the study.

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Georgievska Cvetanovska, Milana. "INFLUENCE OF MANAGEMENT ON EMPLOYEE PERFORMANCES." Knowledge International Journal 34, no. 1 (October 4, 2019): 87–92. http://dx.doi.org/10.35120/kij34010087g.

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The study of human resources and employee performance in an organization has been directed towards different directions, but the goal remains unchanged, namely the effectiveness of human resource management in achieving better employee performance. Most organizations are aware of the importance of employee performance, enhancing their performance, or finding ways that they can improve or enhance employee performance. Management's role in managing and evaluating employee performance is concerned with organizational strategy, policies and practices, in establishing and implementing expected employee performance, with simultaneous monitoring and evaluation of results. Performance management is a process by which management ensures that the activities of employees and their outputs contribute to the goals of the organization. The performance management process itself requires knowledge of what activities and outputs are desired, monitoring when they occur, and providing feedback to employees in order to help them meet management expectations. Feedback is crucial for both parties, because at that point both staff and management can identify problems that are or are expected to emerge in the near future, as well as establish ways for possible solutions to those problems. . The role of management in evaluating employee performance is not only seen in the preparation of employee appraisal, their evaluation and performance appraisal, although in most organizations it is the most commonly used method of performance appraisal management. Employee performance management is a process of creating a work environment in which employees will be able to perform the tasks assigned to them in the best possible way, applying all of their abilities and skills. By evaluating employee performance, management is capable of making decisions to support certain employees in terms of training, career development, compensation, transfer, promotion, and termination of the employment contract. What is crucial in terms of employee performance is that there is a great need for establishing a clear, understandable and precise performance management system, a system that management will clearly follow and respect, and in turn contribute to attraction. and retaining key employees. Also, management must constantly focus on the needs and observations of employees. If all of the above is followed, it will significantly contribute to improving the overall business of the organization and will provide a strong and firmly built manager-employee system that will enable the company to achieve its goals. The mission of management is to bring employees together by making efforts to develop and improve the factors that enhance employee performance.

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Choudhary, Neetu, M. Muzamil Naqshbandi, P. J. Philip, and Rajender Kumar. "Employee job performance." Journal of Management Development 36, no. 8 (September 11, 2017): 1087–98. http://dx.doi.org/10.1108/jmd-10-2016-0195.

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Purpose The purpose of this paper is to examine the impact of emotion management ability of leaders on employee job performance by highlighting the mediating role of employee perception of job characteristics. Design/methodology/approach Hypotheses were developed and tested using multi-source data collected from 65 dyads of heads of department and their subordinates. Findings Results show that leaders’ emotion management ability relates positively to employee job performance, and that this relationship is mediated by employees’ perception of job characteristics. Research limitations/implications Cross-sectional data were used to test the hypotheses. Generalizability of the findings is limited as the sample is taken from only one industry in India. Originality/value The findings contribute to HRM and leadership literature. The study has implications for jobs that require a high degree of interpersonal interaction with subordinates. Unique value also lies in the context of the study as this study is one of the first to explore the phenomenon in India.

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Pearl Dlamini, Nosipho, Sachin Suknunan, and Anrusha Bhana. "Influence of employee-manager relationship on employee performance and productivity." Problems and Perspectives in Management 20, no. 3 (July 12, 2022): 28–42. http://dx.doi.org/10.21511/ppm.20(3).2022.03.

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Organizational performance can be seen as dependent on employee job performance and productivity. One of the factors that influence employee job performance and productivity is the working relationship between employees and their managers. This paper examines the influence of the relationship between employees and their managers on enhancing employee performance and productivity. The study was conducted in a financial organization based in Durban (South Africa). A quantitative approach was utilized with a census method targeting a total population of 40 administrative employees. A questionnaire was constructed based on the research aims and was administered to all 40 respondents. As a result, the response rate was 65%. Key findings indicated that the relationship between managers and employees did affect employee performance and productivity. A positive relationship with a manager is closely linked to increased motivation and performance, while a negative relationship is linked with poor performance. An overall negative impact and high level of dissatisfaction amongst employees were found due to the current bureaucratic management style that managers adopt in their organization. Thus, it makes employees less productive and decreases their work performance. Furthermore, it was found that employees’ perception of their relationship with managers plays a significant role in predicting job performance. Recommendations for a better working relationship to promote employee performance and productivity include manager-employee training, team building activities, skills development programs for managers, employee rewards and recognition, increased communication platforms, and more consideration for employee well-being.

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Campbell, Pamela, James W. Hensel, Pam Hudson, Stuart E. Schwartz, and Karen Sealander. "The Successfully Employed Worker with a Handicap: Employee/Employer Perceptions of Job Performance." Career Development for Exceptional Individuals 10, no. 2 (October 1987): 85–93. http://dx.doi.org/10.1177/088572888701000205.

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Gomez-Mejia, Luis R. "Evaluating Employee Performance:." Journal of Organizational Behavior Management 9, no. 2 (November 1988): 155–72. http://dx.doi.org/10.1300/j075v09n02_10.

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Grubi, Arta Koka, and Lura Rexhepi Mahmutaj. "Creating Alignment in Employee Performance Management." European Journal of Economics and Business Studies 7, no. 1 (January 21, 2017): 94. http://dx.doi.org/10.26417/ejes.v7i1.p94-103.

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The current study will identify actions for maximizing the effect of goal development and performance management system to enable enhanced employee performance and motivation. In addition, exceptional consideration is dedicated to the methodological challenges of employee performance management inherent and adopted throughout the years. Quantitative approach will be used to assess the external environment through a comprehensive literature and employee surveys review demonstrating employee evaluation methods. However, the unique characteristic of this research, in proportion to other research, is that data is gathered from primary source. The paper presents “Real Time Employee Evaluation and Bonus Systems.” This is a subject that has not been adequately explored within existing literature. It consists of a practical mechanism which demonstrates how a performance evaluation method is used by a leading Telecom Company in Kosovo (X Telecommunications). We will explore the possibilities and limitations of the performance employee evaluation.

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Holzer, Harry J. "Wages, Employer Costs, and Employee Performance in the Firm." Industrial and Labor Relations Review 43, no. 3 (February 1990): 147S. http://dx.doi.org/10.2307/2523577.

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Wadhwa, S., and R. Tripathi. "Driving employee performance through talent management." International Journal of Environment, Workplace and Employment 4, no. 4 (2018): 288. http://dx.doi.org/10.1504/ijewe.2018.093412.

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Wadhwa, S., and R. Tripathi. "Driving employee performance through talent management." International Journal of Environment, Workplace and Employment 4, no. 4 (2018): 288. http://dx.doi.org/10.1504/ijewe.2018.10014767.

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Wolfe, Richard, Donald Parker, and Nancy Napier. "Employee Health Management and Organizational Performance." Journal of Applied Behavioral Science 30, no. 1 (March 1994): 22–42. http://dx.doi.org/10.1177/0021886394301002.

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Tendean, S. L., M. R. Mashudi, and E. Budiarto. "Predictive Analysis on Employee Performance." ACMIT Proceedings 6, no. 1 (July 5, 2021): 24–29. http://dx.doi.org/10.33555/acmit.v6i1.91.

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Human resources management have key roles during running some business. Some good invesment in this human resources managements gives some benefit for company to gain more income. Hiring good employee and build some good organization inside company are needed to achieve good running business. The objective in this research is to determine some parameters from some performance record in X company that have key roles for human resources management to give some good hiring affecting business income. The Data that used got from the X company from 2014-2018 with around 14 parameters and 10 human performance record parameters.From this needs, this research describe some models such as multiple regression and random forest as validation focusing on analyzing the human performance record correlated to the revenue data set in PT X Company. As conclusion, this research concluded 3 parameters in human performance record that very important to determine good running business

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Fahma Diena Achmada, Budi Eko Soetjipto, and Sopiah. "THE EFFECT OF TALENT MANAGEMENT ON EMPLOYEE ENGAGEMENT AND EMPLOYEE RETENTION IN IMPROVING EMPLOYEE PERFORMANCE." LITERACY : International Scientific Journals of Social, Education, Humanities 1, no. 3 (December 15, 2022): 80–94. http://dx.doi.org/10.56910/literacy.v1i3.320.

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Employee performance is an essential factor for company success. Optimal employee performance will affect the company's development in producing good products. This study aims to determine the application of Talent Management to Employee Engagement and Employee Retention in Improving Employee Performance at PT XYZ Surabaya employees. This study's population was PT XYZ Surabaya employees, totaling 393 people. The sampling technique uses the slovin formula with an error tolerance of 5%, and the sample used in this study is 200 employees. The data analysis technique in this study is as follows PLS-SEM analysis using SmartPLS software. The results showed that: 1) Talent management has a positive and significant direct effect on employee engagement, 2) Talent management has a positive and significant direct effect on employee retention, 3) Talent management has a positive and significant direct effect on employee performance, 4) Employee engagement has no direct positive and significant effect on employee performance, 5) Employee retention has a positive and significant direct effect on employee performance, 6) Employee engagement has a positive and significant direct effect on employee retention, 7) Talent management has no direct effect on employee performance indirectly through employee engagement, and 8) Talent management influences employee performance indirectly through employee retention.

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Sitorus, Daniel, Prihatin Lumbanraja, and Sukaria Sinulingga. "Effect of Talent Management and Knowledge Management on Employee Performance with Employee Engagement as an Intervening Variable at PT Bank Mandiri, Jalan Bandung Branch." International Journal of Research and Review 9, no. 6 (July 1, 2022): 406–11. http://dx.doi.org/10.52403/ijrr.20220643.

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The purpose of this study is to analyze effect of talent management and knowledge management on employee performance with employee engagement as an intervening variable at PT Bank Mandiri, Jalan Bandung Branch. This type of research is associative research with a quantitative analysis approach. The population in this study were all employees of PT Bank Mandiri, Jalan Bandung Branch as many as 42 employees. The sampling method used is census sampling. So each member of the population is a sample of 42 employees. The analytical method used in this research is path analysis. The results of the study found that talent management has a positive and significant effect on employee performance. Knowledge management has a positive and significant effect on employee performance. Employee engagement has a positive and significant effect on employee performance. Talent management has a positive and significant effect on employee performance through employee engagement. Knowledge management has a positive and significant effect on employee performance through employee engagement. Keywords: Talent Management, Knowledge Management, Employee Performance, Employee Engagement.

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Decramer, Adelien, Carine Smolders, and Alex Vanderstraeten. "Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction." International Journal of Human Resource Management 24, no. 2 (January 2013): 352–71. http://dx.doi.org/10.1080/09585192.2012.680602.

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Farhani, Farhani. "BUILDING EMPLOYEE PERFORMANCE." International Review of Management and Marketing 9, no. 5 (September 1, 2019): 52–56. http://dx.doi.org/10.32479/irmm.8533.

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Mohanty, Sourav. "Individualized employee engagement or collaborative employee relations: insights on leadership strategies to manage employees in the UK market." Problems and Perspectives in Management 16, no. 3 (September 7, 2018): 366–76. http://dx.doi.org/10.21511/ppm.16(3).2018.29.

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Leadership can be defined as the ability of an individual to lead or guide other people, teams or organizations. There have been many theories related to this topic including the characteristics of leaders, their situational communication, purpose, performance, authority, vision and mission, charm and presence of mind. The main types of employee engagement discussed in this study are individualized employee engagement and collaborative employee engagement in the context of the UK. This study mainly seeks to investigate the insights of employees and leaders on different leadership strategies to manage employees in the UK-based MNCs. Descriptive and inferential analysis was performed so as to ascertain the influence of two different leadership strategies – Individualized Employee Engagement (IEE) and Collaborative Employee Relations (CER) – on effective employee management. It was validated from findings in this study that employees and leaders both prefer and believe that individualized employee engagement leads to better and effective employee management.

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Philippaers, Kristien, Nele De Cuyper, and Anneleen Forrier. "Employability and performance." Personnel Review 48, no. 5 (August 2, 2019): 1299–317. http://dx.doi.org/10.1108/pr-04-2017-0098.

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PurposeThe purpose of this paper is to advance two seemingly conflicting paths from perceived employability to employee performance. Both paths start from the idea that feeling employable makes employees more independent from their employer. Framed positively, independence implies the perception of being in control, and perceived control may promote employee performance. Framed negatively, independence implies reduced attachment to the organization, while such ties drive employee performance. Innovative features in this study are threefold. First, the authors introduce perceived justice as a moderator. Second, the authors distinguish between perceived quantitative and qualitative employability: this relates to seeing “other” vs “better” job opportunities. Third, the authors include a range of performance indicators: task performance, organizational citizenship behavior and counterproductive work behavior.Design/methodology/approachSurvey data were collected within one Belgian public-sector organization (n=1,500 employees) and analyzed using structural equation modeling.FindingsPerceived control mediated the relationship between perceived employability and employee performance, yet only upon high perceived justice. Affective organizational commitment mediated the relationship between perceived employability and employee performance, regardless of perceived justice. Those relationships were positive for quantitative perceived employability and negative for qualitative perceived employability.Originality/valuePerceived employability relates positively to employee performance, especially upon high perceived justice. Yet this relationship is bounded to which job alternatives are perceived, just “other” or instead “better.”

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Qomari, Mena, and Ibnu Khajar. "MODEL OF IMPROVING PERFORMANCE MANAGEMENT PRACTICE BASED EMPLOYEE PERFORMANCE MEDIATED BY EMPLOYEE WORK ATTITUDE." International Journal of Islamic Business Ethics 2, no. 4 (October 2, 2017): 260. http://dx.doi.org/10.30659/ijibe.2.4.260-271.

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The present study intended to test a model in which performance management practice and Islamic� values� predict� work� attitude� and employee performance. A total of 100 respondents completed questionnaires on performance management practice, employee work attitude, Islamic values, and employee performance. The results from structural� equation� modeling� based� smartPLS� 3.0� confirmed that 1) performance management practice is positively related to work attitude and employee performance; 2) work attitude is positively related to employee performance; and 3) Islamic values moderates the relationships between work attitude and employee performance. Keywords : Performance management practice, Work attitude, Islamic values, Employee performance

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Naufal, Muhammad. "Can Total Quality Management Improve Employee Performance?" Bongaya Journal for Research in Management (BJRM) 4, no. 1 (April 30, 2021): 41–47. http://dx.doi.org/10.37888/bjrm.v4i1.258.

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This study aims to determine how much influence Total Quality Management has on employee performance at PT. Teja Mukti Utama. Data collection using primary data obtained from employees of PT. Teja Mukti Utama was then used as respondents using a random sampling technique with a total sample of 75 r1espondents. The population is employees of PT. Teja Mukti Utama. Primary data collected through the distribution of the questionnaire have been tested using classical assumption tests in the form of normality assumptions, multicollonary assumptions, heteroscedasticity assumptions, and autocorrelation assumptions. Methods of data analysis using descriptive statistical analysis techniques. The results showed that Total Quality Management had a positive and significant effect on employee performance at PT. Teja Mukti Utama

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Yasmeen, Rehana, Munaza Bibi, and Ali Raza. "Impact of Organization Politics on Human Resource Management Practices and Employee Performance." SEISENSE Journal of Management 2, no. 2 (February 22, 2019): 39–47. http://dx.doi.org/10.33215/sjom.v2i2.118.

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Purpose- The purpose of this study was to investigate the impact of nepotism & favoritism as a form of organization politics on HRM practices and employee performance. Design/Methodology- Explanatory research design was employed to determine the effect of nepotism & favoritism on HRM practices and employee performance. Primary data collection method was used among employees working in different public-sector hospitals based on their accessibility. For this study, the sample of 150 employees was used. The adapted questionnaire was used for data collection. Data were analyzed using SPSS. Findings- The correlation analysis revealed a significant relationship between favoritism, employee performance & HRM practices whereas nepotism has a significant association with employee performance but the insignificant relationship with HRM practices. The outcomes of the study unveiled a significantly negative effect of nepotism on employee performance & HRM practices while favoritism has a significantly positive effect on employee performance & HRM practices. Practical Implications- The study outcomes might help public sector hospitals HR department to incorporate some changes regarding their policies to prevent the nepotistic & favoritism practices which can lead to creating a politics in the organization in which everyone works to fulfill his or her self- interest without focusing towards organizational goals achievement.

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Jones, Lyndon. "Employee performance deficiencies." Education + Training 19, no. 5 (December 31, 1993): 130–31. http://dx.doi.org/10.1108/eb016512.

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Lappalainen, Pia, Minna Saunila, Juhani Ukko, Tero Rantala, and Hannu Rantanen. "Managing performance through employee attributes: implications for employee engagement." International Journal of Productivity and Performance Management 69, no. 9 (July 22, 2019): 2119–37. http://dx.doi.org/10.1108/ijppm-10-2018-0356.

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Purpose The purpose of this paper is to examine the connection between performance management and employee engagement. More specifically, the authors address shortcomings in prior literature where employee performance has been controlled narrowly as cognitive task accomplishment. Accumulating evidence shows, however, that such performance-mediating factors as employee engagement constitute critical antecedents of employee and organizational performance. They can most effectively be influenced by attending sensitively to employees’ individual differences, which are ultimately driven by motifs and dispositions. Design/methodology/approach The study takes a quantitative approach to exploring predictors of employee engagement. The analysis is based on a sample of 503 online survey respondents from knowledge-intensive organizations. Findings The results indicate that employee engagement is driven more by employees’ inherent attributes than environmental factors. The analysis refuted the connection between engagement and social orientation, self-regulation and conscientiousness. Instead, the factors associating with employee engagement were analytical thinking, extroversion, systems thinking, assertiveness and leadership. Practical implications In this paper, the authors put forth a novel conceptual model of performance management, introducing new and evidence-based foci for effective people management that expand task performance to contextual performance and supplement quantifying approaches to performance control with the qualifying methodology. Originality/value Departing from the previously dominating frameworks of performance management that focused on task performance, this work extends to contextual performance and considers also employees’ psychological traits.

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Lakshmi, P. Madhavi, and R. Sireesha. "Impact of Employee Cadre towards Performance Management Outcomes: An Empirical Study." International Journal of Trend in Scientific Research and Development Volume-3, Issue-2 (February 28, 2019): 914–18. http://dx.doi.org/10.31142/ijtsrd21537.

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Arifin, Miftahol. "PENGARUH KNOWLEDGE MANAGEMENT, KOMPETENSI, MOTIVASI TERHADAP KINERJA KARYAWAN." PERFORMANCE " Jurnal Bisnis & Akuntansi" 5, no. 2 (November 21, 2015): 1. http://dx.doi.org/10.24929/feb.v6i1.254.

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The purpose of this research is to analyze the influence of knowledge management on employee performance, analyze the effect of competence on employee performance, analyze the influence of motivation on employee performance). In this study, samples taken are structural employees PT.centris Kingdom Taxi Yogyakarta. The analysis tool in this study using multiple linear regression with Ordinary Least Square method (OLS). The conclusion of this study showed that the variables of knowledge management has a significant influence on employee performance, competence variables have an influence on employee performance, motivation variables have an influence on employee performance, The analysis showed that the variables of knowledge management, competence, motivation on employee performance.Keywords: knowledge management, competence, motivation, employee performance.

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Mumtaz, Sabiha, and Sanjai K. Parahoo. "Promoting employee innovation performance." International Journal of Productivity and Performance Management 69, no. 4 (June 14, 2019): 704–22. http://dx.doi.org/10.1108/ijppm-12-2017-0330.

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Purpose The purpose of this paper is to examine the role of individual differences particularly self-efficacy (SE) and growth need strength (GNS) as antecedents of employee innovation performance (IP). Design/methodology/approach Using a sample of 354 employees in the United Arab Emirates service sector, the study used exploratory factor analysis, confirmatory factor analysis and structural equation modeling to test the model for IP. The predictors of IP were SE (conceptualized as a three-factor construct including initiative, effort and persistence) and GNS. Findings SE-effort, SE-persistence and GNS had a significant direct effect on IP with SE-effort displaying strongest relationship, followed by SE-persistence and lastly GNS, while SE-initiative did not have a significant direct effect on IP. Originality/value The present study contributes to scant literature pertaining to the relationship of GNS with IP. It is the first study to examine both SE and GNS together in the same model for their impact on IP.

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Banuari, Nidya, Yeni Absah, and Elisabet Siahaan. "Analyze the Influence of Talent Management and Knowledge Management on Employee Performance through Employee Retention as Intervening Variable at PT Bhanda Ghara Reksa Divre I Medan." International Journal of Research and Review 8, no. 9 (September 16, 2021): 189–204. http://dx.doi.org/10.52403/ijrr.20210926.

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Employee performance is one of the most important things to achieve company goals. With employee performance, company optimization can be realized. PT Bhanda Ghara Reksa's performance in 2019 experienced a decline in revenue so that the profit target generated was not maximized. In order to improve employee performance, the company must design a strategy to retain potential employees. One of them is the application of a talent management and knowledge management. The objective of this research was to analyze the influence of talent management and knowledge management on employee performance through employee retention as intervening variable at PT Bhanda Ghara Reksa Divre I Medan. The research used descriptive quantitative approach and explanatory research method. The population in this research are permanent employees as many as 74 respondents, taken by using saturated sample with census sampling technique. The method in analyzing the data is descriptive and inferential statistical analysis with using path analysis and Sobel test to test the significance of the intervening variable. The result of the research showed that talent management had positive and significant influence on employee retention, knowledge management had positive and significant influence on employee retention, employee retention had positive and significant influence on employee performance, talent management had positive and significant influence on employee performance, knowledge management had positive and significant influence on employee performance, talent management had positive and significant on employee performance through employee retention, and knowledge management had positive and significant on employee performance through employee retention. Knowledge management most dominantly affects employee retention and employee retention most dominantly affects employee performance. Keywords: Talent Management, Knowledge Management, Employee Retention, Employee Performance.

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Vunjak, Nenad, Aleksandra Vujko, Miloš Dragosavac, and Tamara Antonijević. "Descriptive statistics in corporate management and employee engagement in rural destinations." Ekonomika poljoprivrede 67, no. 4 (2020): 1087–101. http://dx.doi.org/10.5937/ekopolj2004087v.

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Organizations that hope to achieve a competitive advantage through employee engagement will be most successful by incorporating and including employee engagement in the performance management process. Therefore, essence of the performance management must to be convergence to employees and establish communication with each one. The aim of this study was to determine the relationship between employee engagement (assessment of employee competencies and preferences of the engagement mechanisms), and performance management process in rural destinations. In this paper, the assumption is that the employee are more engaged if they feels belonging to the organization and see the value of their work and that this can be achieved through rewards and recognition system and effective communication channels. The research was conducted on 79 employeed in the Fruška Gora National Park, Serbia.

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Alomari, Burhan Mahmoud Awad, AlaEldin Mohammad Hasan Awawdeh, and Main Naser Alolayyan. "Employee Performance and Quality Management in the Tourism Sector (Case Study of Human Resources Management – Employee Performance)." Modern Applied Science 11, no. 9 (August 4, 2017): 1. http://dx.doi.org/10.5539/mas.v11n9p1.

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The subject of quality is at the forefront of strategic plans for any business organization and institution to offer tourist services in the field of hotels. This becomes one of the priorities due to competition in reaching to the largest possible segment of customers. This is the need of time for the organization to master in quality, competencies and expertise in a variety of fields. The problem is how to manage quality for outstanding application in the service sector, tourism and hospitality by improving process and customer satisfaction.This paper focuses on five stars hotel of the city of Aqaba, Jordan. The importance of this approach in general and tourism organization particular is very high. This study presents the descriptive analysis, limitation and treatment of change that represented by service diminution's. The importance of total quality management in the tourism sector is well understood. The study presents the managerial art that is applied in one of five star hotels as a 1st degree of associate mixed company (Aqaba Hotel – Jordan). And I hope that the research modestly contribute to the performance of hotel organizations to meet the competitive challenges.

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Zahari, Amiral Emeraldo, and Hady Efendy. "Implementation of Performance Management on Bank Syariah Mandiri." Journal of Management Research 9, no. 4 (October 5, 2017): 123. http://dx.doi.org/10.5296/jmr.v9i4.11846.

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The success of an organization in achieving its vision and mission depends on the quality of its human resources. Organizational management is essentially a process of human resource management because all organizations must operate through human resources. The quality of human resources is reflected in its performance within the company. Employee performance as a human resource is measured in a formal system called performance appraisal. Performance management is applied to achieve the company's vision and mission through employee competence and performance that match the values contained within the company. The targets of each work unit based on the balance scorecard set by the Directorate. The performance of Bank Syariah Mandiri (BSM) employees is monitored through key performance indicator. Performance appraisal of BSM employees is done periodically every 3 months, i.e. quarterly review and annual review. The grouping of employee performance through Performance Level (PL) is used as the basis for reward / appreciation from company to employee. Employee PL determination is aligned with the achievement level of the Work Unit and the composition should approach the normal distribution curve form using the PL predicate. Performance appraisal is self through self-assessment and direct superior through interview based on evidence of employee performance activity (self-assessment result). Implementation of performance management in BSM is good so that the company performance more structured and organized, effective and efficient and encourage employees to work according to procedures, spirit and productive so that the work is more optimal and contribute positively to the company.

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Archibong, Udeme, and Umar Abbas Ibrahim. "Assessing the impact of change management on employee performance." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 4 (June 15, 2021): 525–34. http://dx.doi.org/10.20525/ijrbs.v10i4.1246.

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This article assessed the impact of change management on employee performance with evidence from Nile University of Nigeria. This study made use of a descriptive survey research design. Burke Litwin model of organizational change was adopted for this study because the model explains the linkages between variables and individual and organizational performance. The population consists of 1,400 staff (Academic and Non-Academic) staff of Nile University of Nigeria Abuja. Stratified random sampling techniques were employed to select the sample size of 311 from the population. Regression analysis was used to analyze the data that was collected using a five-point likert scale structured questionnaire. The results showed that Change in organizational structure has a significance on the quality of employee service delivery in Nile University of Nigeria, there is a relationship between technological change and quality of employee service delivery in Nile University of Nigeria even though the relationship was not very strong. Leadership change significantly influences the quality of employee service delivery at Nile University of Nigeria. Human resource is an important internal strength of every organization and a source of competitive advantage, the study, therefore, recommended amongst others that organizations should communicate details of the change to the employees to minimize resistance.

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Ghosh, Sharada, Sitikantha Mishra, Anubhuti Gupta, and Neha Sharma. "Impact of Human Resource Management on Employee Performance Through Employee Satisfaction." ECS Transactions 107, no. 1 (April 24, 2022): 9967–77. http://dx.doi.org/10.1149/10701.9967ecst.

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This research started with the intention of finding out how HRM can improve employee performance while employee satisfaction plays a mediating role. In order to identify the same a total of 5 hypotheses were developed that are mentioned below. H0: Training and development given by HRM ensures employee satisfaction and employee performance. H1: Performance appraisal by HRM ensures employee satisfaction and employee performance. H2: Compensation and benefits by HRM ensures employee satisfaction and employee performance. H3: Work-life balance by HRM ensures employee satisfaction and employee performance. H4: Career planning by HRM ensures employee satisfaction and employee performance. H5: Positive and friendly workplace culture ensures employee satisfaction and employee performance. Every independent variable within these hypotheses is activities that are performed by the HRM department of an organization. By linking these variables with Maslow's hierarchy of needs it is identified how these variables are triggering employee satisfaction. Then from existing literature it is concluded that these factors by triggering employee satisfaction are ensuring better employee performance in an organization.

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Chahar, Bhawna. "Performance Appraisal Systems and Their Impact on Employee Performance." Information Resources Management Journal 33, no. 4 (October 2020): 17–32. http://dx.doi.org/10.4018/irmj.2020100102.

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The purpose of this study was to understand the relationship between employee performance appraisal systems, employee motivation, and employee job performance. A cross-sectional survey of 393 employees of an Indian service organization showed that the performance appraisal system has a direct impact on employee job performance, and that this impact is moderated by the employee's motivation. Respondents were asked about 36 appraisal system, performance, and motivation attributes. Implications of the findings for the future research directions and practice are discussed.

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Gravina, Nicole, Jessica Nastasi, and John Austin. "Assessment of Employee Performance." Journal of Organizational Behavior Management 41, no. 2 (February 28, 2021): 124–49. http://dx.doi.org/10.1080/01608061.2020.1869136.

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Bacar, Mina, Shabaan Mwinchum Suleiman, and Nsubuga Haroonah. "Career Management and Employees’ Performance in the Ministry of Education and Vocational Training in Zanzibar." International Journal of Scientific Research and Management 9, no. 10 (October 31, 2021): 2521–27. http://dx.doi.org/10.18535/ijsrm/v9i10.em11.

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This study aimed at examining the relationship between career management and employees’ performance in Ministry of Education and Vocational Training (MoEVT) in Zanzibar. Survey research design was employed in this study due to its nature. Data was collected from 95 respondents using questionnaires survey. In order to reach a credible result, an inferential statistical technique was used such as Pearson’s Correlation coefficient was used as a data analysis technique to measure the relationship between career management and employee performance in the MoEVT. The findings of the study revealed that, career management correlates moderately with the employee performance by 0.416 (42%). This means that, the increase of career management in the organisation does also lead to increase in employee performance. The study concludes career management can influence the employees’ performance by 42 percent only. The study recommends for more improvement in human resources policies in order to achieve better performance as well as higher productivity.

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Hilimi, Zainudin, Dewi Susita, and Paulus Kindangen. "The Effect of Empowerment, Training, Compensation through Organizational Commitment on the Performance of the Financial Management of the North Sulawesi Provincial Government." IJHCM (International Journal of Human Capital Management) 4, no. 2 (December 7, 2020): 1–10. http://dx.doi.org/10.21009/ijhcm.04.02.01.

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This study aims to analyze and determine the effect of empowerment, training, compensation through organizational commitment to the financial management performance of the North Sulawesi Provincial Government. The methodology used in this research is a quantitative approach with a descriptive survey method. Research respondents numbered 267 financial management employees.The results of this study indicate that 1) Empowerment has a direct and positive effect on the performance of financial management employees. 2) Training has a direct and positive effect on the performance of financial management employees. 3) Compensation has a direct and positive effect on the performance of financial management employees. 4) Organizational commitment has a direct and positive effect on the performance of financial management employees. 5) Empowerment of employees has a direct and positive effect on organizational commitment of financial management employees. 6) Employee training has a direct and positive effect on organizational commitment of financial management employees. 7) Compensation has a direct and positive effect on organizational commitment of financial management employees. 8) Empowerment of employees has an indirect and positive effect on employee performance through organizational commitment. 9) Employee Training has an indirect and positive effect on employee performance through organizational commitment. 10) Employee compensation has an indirect and positive effect on employee performance through organizational commitment.

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Yang, Jun, Yonghong Liu, Madelynn Stackhouse, and Wei Wang. "Forgiveness and attribution: when abusive supervision enhances performance." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 575–87. http://dx.doi.org/10.1108/jmp-04-2019-0239.

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PurposeWhile much research shows that abusive supervision reduces employee performance, the purpose of this study is to reverse the lens to question how and under what circumstances abusive supervision leads to enhanced employee performance. The authors argue that the linkages between abusive supervision and employee performance occurs via performance-promotion attributions and that employee levels of dispositional forgiveness alter the relationship between abusive supervision and employee interpretations of abuse, such that more forgiving individuals interpret abuse as more benign behavior designed to help them perform better (i.e. are performance promoting).Design/methodology/approachIn a three-wave field survey of 318 employees matched with 89 supervisors, employees completed measures of dispositional forgiveness (Time 1) abusive supervision (Time 1), and performance-promotion attributions of abusive supervision's motives (Time 2). Supervisors rated the job performance of their employees (Time 3). Multilevel structural equation modeling was employed to test a multilevel moderated mediation model.FindingsThe findings indicate abusive supervision predicts diminished employee performance only when employees are low in dispositional forgiveness, explained by lowered performance-promotion attributions for abusive supervision.Originality/valueThis study is the first to explore the mechanism (i.e. attribution of abusive supervision's motives to be performance-promoting) and the condition (i.e. employee's high forgiveness) under which abusive supervision may be performance enhancing. It extends the research of abusive supervision on employees' constructive reactions, as well as the effect of dispositional forgiveness on how it reframes employees' attributions of workplace mistreatment.

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Itam, Urmila, and Nitu Ghosh. "Employee Experience Management." International Journal of Human Capital and Information Technology Professionals 11, no. 2 (April 2020): 39–49. http://dx.doi.org/10.4018/ijhcitp.2020040103.

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Experimental organizations must rebuild their people management practices in accommodating multi-generational workforces. The idea of keeping employee experience as a central theme in strategy making has a positive impact on business performance in many ways. The main purpose of this article is to explore the concept of employee experience in the current HR context and identify its drivers and key outcomes. The study considered the four-phase research process: the physical space; the human experience; and the digital realm are the three important dimensions of employee experience. Top management in association with the new HR approach to set the tone and stage for a positive employee experience, not only increases employee satisfaction and productivity, but also engages the multi-generational workforce, competitive advantage, and sustainable growth. The scope for the further study could include the quantitative testing of the developed design, in addition to looking more in depth of the antecedents and consequences of a positive employee experience.

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Ngo, Liem Viet, Nguyen Phong Nguyen, Kim Thien Huynh, Gary Gregory, and Pham Hung Cuong. "Converting internal brand knowledge into employee performance." Journal of Product & Brand Management 29, no. 3 (July 19, 2019): 273–87. http://dx.doi.org/10.1108/jpbm-10-2018-2068.

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Purpose Internal branding efforts are essential in improving employee performance in services marketing. Drawing on reformulation of attitude theory, this paper aims to contribute to the internal branding literature by positing that while internal brand knowledge (IBK) is essential for transforming brand vision into brand reality, it is not brand knowledge per se but its integration with other brand- and customer-related aspects that drive superior employee performance. In particular, this paper develops a cognitive-affective-behaviour model of internal branding proposing that IBK results in higher levels of employee brand identification (EBI); this sense of identification then motivates employees to engage in both employee-related and brand- and customer-focussed behaviours (i.e. brand citizenship behaviour [BCB] and customer-oriented behaviour [COB]), which in turn foster employee performance. Design/methodology/approach The hypotheses were empirically tested using a sample of 697 from services industry in Vietnam. Findings The findings indicate a sequential mediation model in that employee brand knowledge affects employee performance (both objective and subjective measures) through EBI, BCB and COB. Employee brand knowledge results in higher levels of EBI; this sense of identification then motivates employees to engage in employee-related brand and customer-focussed behaviours (BCB and COB), which in turn foster employee performance. Practical implications Firms should understand that IBK may not directly result in high levels of service performance, and instead should embrace the culture of self-driven positive brand-connection attitudes that motivate employees to engage in BCB and COB that are consistent with their sense of self. Originality/value This study makes a unique contribution to the internal branding literature by unravelling a pathway that integrates employees’ self-related psychological mechanism (EBI) and employee-related brand and customer-focussed behaviours (BCB and COB) through which employee brand knowledge is converted into employee performance.

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Mensah, James Kwame. "A “coalesced framework” of talent management and employee performance." International Journal of Productivity and Performance Management 64, no. 4 (April 13, 2015): 544–66. http://dx.doi.org/10.1108/ijppm-07-2014-0100.

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Purpose – The purpose of this paper is to provide a conceptual framework that demonstrates the mechanisms through which talent management (TM) leads to the various dimensions of employee performance. Design/methodology/approach – A literature-based analysis was employed by combining concepts from TM and employee performance. The syntheses of these two concepts lead to the development of the conceptual framework. Findings – The findings show that, implementation of a TM system leads to employee performance, but a TM output mediates the relationship between TM and employee performance. Originality/value – This paper has contributed to the conceptualisation of TM and employee performance which will help to improve theory, research and practice in all fields concerned with individual work performance.

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Journal articles on the topic 'Employee performance management'

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