Relevant bibliographies by topics / Evaluation of organizational performance

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

Academic literature on the topic 'Evaluation of organizational performance'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Evaluation of organizational performance"

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Mathur, Garima, and Abhijeet Singh Chauhan. "Teacher Evaluation of Institutional Performance." International Journal of Knowledge Management 17, no. 4 (October 2021): 93–108. http://dx.doi.org/10.4018/ijkm.2021100105.

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The education industry is also facing challenges related to achieving high organizational performance. In the view of enhancing organizational performance, most organizations are adopting knowledge management processes to improve efficiency. One of the essential aspects of knowledge management is shared thinking and understanding of individuals and should be imbibed in the culture of the organization to improve the performance of any organization. This research will be useful to teachers and academic institutions and considers teachers' perspectives on knowledge management and how this will enhance the performance of educational institutions. In this research, organizational performance was evaluated based on three dimensions: financial performance, customer (student) perspective, and operational excellence. The results indicate that knowledge management and cultural knowledge management infrastructure and age of teachers determine organizational performance significantly.
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Conzelmann, Julie D. "Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology." Business Ethics and Leadership 4, no. 2 (2020): 75–85. http://dx.doi.org/10.21272/bel.4(2).75-85.2020.

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The purpose of conducting the document analysis was to visually compare various performance review documents with topical literature noting the exclusion of language that identifies and measures organizational citizenship behaviors among employees informal performance evaluation processes. A document analysis consisted of reviewing 56 publicly accessible, recent, and random performance review documents and 30 peer-reviewed journal articles identifying terms related to organizational citizenship behaviors. The expectation was to support the argument that most publicly accessible organizational performance evaluation documents exclude any significant terms related to organizational citizenship behaviors exhibited by employees. Findings from the document review supported the research inquiry of exclusion of terms listed in historical literature generally related to organizational citizenship behaviors in current performance evaluations. The inclusion of terms related to organizational citizenship behaviors in literature was extremely high. Emerson’s social exchange theory provided the theoretical foundation for the research. Podsakoff’s organizational citizenship behavior research was the principal impetus for comparison of performance evaluations and current literature, focusing on related terms for organizational citizenship behaviors in the workplace. Implications are that the belief and feeling of employee value, as based on formal performance evaluations, requires organizational leaders to provide a document worthy of measuring all aspects of expected and unexpected work behaviors. This paper addresses a need for organizational leaders to revise formal performance evaluation documents to ensure altruistically and above and beyond citizenship behavior terms from the literature are also part of the reward and recognition process. Changes in the formal performance evaluation process are necessary for future organizational success. Keywords: Altruism; Organizational Citizenship Behaviors; Performance Evaluations; Recognition and Rewards; Social Exchange Theory.
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Johnson, Phil, Catherine Cassell, Paul Close, and Joanne Duberley. "Performance evaluation and control: supporting organizational change." Management Decision 39, no. 10 (December 2001): 841–51. http://dx.doi.org/10.1108/00251740110402337.

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Fekete, Eszter. "Applicability of Organizational Performance Indicators." Hungarian Agricultural Engineering, no. 39 (2021): 16–21. http://dx.doi.org/10.17676/hae.2021.39.16.

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Today’s changing environmental challenges and accelerating technological advances over the past decade have presented companies with new challenges. There is an increasing emphasis on human resources, which can give companies a real competitive edge. At the same time, the focus is on the development of HR systems and their connection to other systems that determine how companies operate. Individual performance evaluation, in close connection with other HR functions, nowadays, in addition to evaluation, which may have a development or remuneration function, is linked to the performance of the organization. Accurately defining the latter and developing its measurement methodology, though not primarily as an HR function in most cases, is essential in the pursuit of effective operation. It is worth defining the indicators that may apply to a particular organizational unit and, at a higher level, to the whole company. The definition, implementation and measurement of indices and KPIs presupposes that the specified qualitative and quantitative indicators provide an appropriate framework for the evaluation of real performance. The performance of individuals determines the performance of an organizational unit, which in aggregate also predicts corporate-level performance.
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Martz, Wes. "Evaluating Organizational Performance." American Journal of Evaluation 34, no. 3 (April 18, 2013): 385–401. http://dx.doi.org/10.1177/1098214013479151.

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Mourão, Rita Andreia Monteir, and Sandra Lopes Miranda. "Organizational Communication and Performance Appraisal: The Organizational Communication under 360º Evaluation." International Journal of Organizational Diversity 13, no. 3-4 (2015): 13–22. http://dx.doi.org/10.18848/2328-6261/cgp/v13i3-4/40191.

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Schiehll, Eduardo, and Raymond Morissette. "Motivation, measurement and rewards from a performance evaluation perspective." Revista de Administração Contemporânea 4, no. 3 (December 2000): 7–24. http://dx.doi.org/10.1590/s1415-65552000000300002.

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The new manufacturing environment, global competition and information technology represent issues often used to justify the need for organizations to change how they assess their overall performance. Behavioral accounting research provides insights on relationships between the level of reliance on accounting information for performance evaluation and individual behavior. From another perspective, agency studies investigate how organization's ability to function successfully is determined by the availability of performance information upon which managers can act. In an attempt to better understand how and why these theories may shed new lights on the evaluation of organizational overall performance, this paper discusses three related issues being: What are the main dimensions of organizational performance? How and to which extent is reward system related to performance evaluation? Why is performance criteria definition a difficult task?
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Wang, Hsing-Kuo, Jung-Feng Tseng, Yu-Fang Yen, and Ing-Chung Huang. "University staff performance evaluation systems, organizational learning, and organizational identification in Taiwan." Social Behavior and Personality: an international journal 39, no. 1 (February 1, 2011): 43–54. http://dx.doi.org/10.2224/sbp.2011.39.1.43.

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We tested a model of performance evaluation systems, organizational identification, and organizational learning with a sample of staff at Taiwan's national universities and found that performance evaluation systems have a positive effect on both organizational learning and organizational identification. In addition, organizational learning has a positive effect on organizational identification. The mediating effect of organizational learning was also found to be significant.
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Carlucci, Daniela, and Giovanni Schiuma. "Organizational Climate as Performance Driver." Journal of Health Management 16, no. 4 (November 26, 2014): 583–94. http://dx.doi.org/10.1177/0972063414548561.

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Recently health care (HC) organizations have increasingly embarked on organizational climate (OC) assessment with the intent to improve their efficiency and the quality of the delivered services. This is important; however, it is even if more crucial to ensure that workers engaged in the evaluation process are aware of the importance of their fruitful engagement in this investigation as well as of its potential benefits. From the management viewpoint, this is crucial to plan and implement management initiatives able to create a great place to work. The purpose of this paper is to shed empirical light on how, in effect, HC workers perceive OC for itself and as a performance driver to assess and manage. The study was carried out through an action research (AR) project, which included the use of both qualitative and quantitative approaches. Key phases of the AR project were some focus groups and a survey. During the focus groups, several methods and approaches were adopted for getting opinions from people and animating discussion. About the survey, a total sample of 560 HC workers was investigated. The AR project has shown that even if HC workers intuitively conceive OC as an important performance driver, the meaning of the construct is not completely clear. Moreover, a good level of awareness among HC workers about how and why OC can improve individual and organizational performance represents a key issue to address in evaluating and managing OC.
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Klemm Verbos, Amy, Janice S. Miller, and Ashita Goswami. "Employee social cognition and performance evaluation process reactions." Personnel Review 43, no. 4 (May 27, 2014): 515–35. http://dx.doi.org/10.1108/pr-01-2011-0011.

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Purpose – The paper uses social cognitive theory to explore reactions to performance evaluation processes as situated cognitions by examining the relationship between key elements of employees’ schemas about an organizational environment, preparation for evaluation, and these reactions. The paper aims to discuss these issues. Design/methodology/approach – Survey of 260 employees of eight organizations in a Midwestern US city. Findings – Job resource adequacy, communication adequacy, coworker relationships, and preparation time are significantly and positively associated with employee reactions to performance evaluation processes. Preparation time moderates the association between organizational context and employee reactions. Research limitations/implications – A social cognitive perspective on performance evaluation broadens the scope of extant research. This study is limited by cross-sectional design but opens the door to future experimental and longitudinal research. Practical implications – Performance evaluation processes are situated in an organizational context. Organizational interventions to improve perceptions of this key process could focus on better communication and encouraging preparation, especially if job resources are less adequate. Originality/value – This research contributes to the performance evaluation literature by applying social cognitive theory to performance evaluation reactions as situated cognitions, calling attention to the broader organizational context in which these processes occur.
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Dissertations / Theses on the topic "Evaluation of organizational performance"

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Burns, Barclay Lincoln. "Explaining differences in organizational performance : a governance-capabilities-performance framework." Thesis, University of Cambridge, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.648436.

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Fowke, Robert Andrew. "Performance Measures for Managerial Decision Making: Performance Measurement Synergies in Multi-Attribute Performance Measurement Systems." PDXScholar, 2010. https://pdxscholar.library.pdx.edu/open_access_etds/164.

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This research tests for correlation between corporate performance and use of financial measures, nonfinancial measures, and number of balanced scorecard categories used. Literature notes a preference for managing by nonfinancial measures because financial measures are lagging indicators, but little empirical evidence is available on the relationship between nonfinancial measures and financial performance, and few companies are found to realize the benefits of nonfinancial measurements. The balanced scorecard has been studied to find the impact of diversity of performance measures, and anecdotal improvements have been reported, but there is a paucity of empirical evidence regarding how the use of a balanced scorecard impacts organizational performance. These issues are investigated in this research with a web based survey distributed to a sample of publicly traded companies using a systematic selection process based on randomly selected numbers generated for each 3-digit NAICS category. The dependent variable is a rank of high, medium or low performance based on 12-month rolling average stock price comparisons from January 2005 to January 2009. These averages are analyzed as a percent change for each company, with performance standardized by 3-digit NAICS category to eliminate cross industry variance in performance ranking. Kruskal-Wallis one-way ANOVA is used to test for correlation. High performers show greatest utilization of both financial and nonfinancial measures, followed by medium performers, with low performers utilizing both measures the least. Nonfinancial performance measures are more correlated to firm value than financial measures with the high performers' mean score for nonfinancial measures being higher than for financial measures. By contrast, medium and low performers exhibit the opposite: higher mean scores for financial measures than for nonfinancial measures [p ≤ 0.05 for nonfinancial measures and p ≤ 0.1 for financial measures]. Correlation is found to be borderline significant (p = 0.06) for the number of balanced scorecard categories used with high performers utilizing the highest number of categories and low performers utilizing the lowest number of categories [p = 0.009 with inclusion of two respondents reporting no usage of balanced scorecard categories].
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Rana, Atul, and Yaser Hamed. "Performance Management System for Temporary Employees : Understanding differences in Performance Management between Temporary and Permanent Employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31694.

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Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.
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Bridges, Monte Lee. "Superintendent evaluation for increased organizational performance : from traits to triangulation /." Thesis, Connect to this title online; UW restricted, 2005. http://hdl.handle.net/1773/7813.

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Clark, L. Altyn. "Development, application, and evaluation of an organizational performance measurement system." Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-05222007-091424/.

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Harari, Michael B. "Attributions and the Evaluation of Dynamic Performance." FIU Digital Commons, 2013. http://digitalcommons.fiu.edu/etd/932.

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As research into the dynamic characteristics of job performance across time has continued to accumulate, associated implications for performance appraisal have become evident. At present, several studies have demonstrated that systematic trends in job performance across time influence how performance is ultimately judged. However, little research has considered the processes by which the performance trend-performance rating relationship occurs. In the present study, I addressed this gap. Specifically, drawing on attribution theory, I proposed and tested a model whereby the performance trend-performance rating relationship occurs through attributions to ability and effort. The results of this study indicated that attributions to ability, but not effort, mediate the relationship between performance trend and performance ratings and that this relationship depends on attribution-related cues. Implications for performance appraisal research and theory are discussed.
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Ritchie-Dunham, James Loomis. "Balanced scorecards, mental models, and organizational performance : a simulation experiment /." Thesis, Full text (PDF) from UMI/Dissertation Abstracts International, 2002. http://wwwlib.umi.com/cr/utexas/fullcit?p3082891.

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Swanepoel, Leon D. "Framework for identifying systemic environmental factors causing underperformance in business processes." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/85792.

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Thesis (MEng)-- Stellenbosch University, 2013.
ENGLISH ABSTRACT: Performance management systems are integral to many organisations. On all levels of management such performance measurements are used to drive a desired behaviour and business units, departments, as well as individuals are rewarded for meeting or exceeding set targets. In large silo-structured organisations, divisions are particularly focused on their own targets and responsibilities. This may result in a diminished view of the effect their strategies and processes may have on overall stakeholder value. These divisions execute strategies to enhance the achievement of their own goal. The execution of these strategies sometimes hampers other divisions in meeting their goals. The net effect of this hampering may result in reduced stakeholder value. A mechanism is needed through which organisational divisions can evaluate the systemic environment, in order to identify hampering processes. The case may be that their processes are hampering other divisions, or that their processes as such are being hampered. The main objective of this research study was to develop such a mechanism. This mechanism emerged through a framework which can be used during investigations of hampering processes. Such investigation is conducted by following six predefined steps to guide the investigator in identifying the hampering factors. This framework was developed by combining primarily three disciplines: Systems thinking, Performance evaluation and Supplier perceived value. The evaluation framework was validated through three case studies. In all of the cases the framework delivered the expected result. It is thus concluded that organisations can apply the framework to help identify systemic environmental factors that may hamper business processes.
AFRIKAANSE OPSOMMING: Prestasiebestuurstelsels maak ʼn integrale deel uit van die meeste organisasies. Prestasiebeoordeling word op alle vlakke van bestuur ingespan om die verlangde gedrag aan te moedig. Sake-eenhede, departemente en individue word vergoed indien hulle die gestelde doelwitte haal of oorskry. In groot silo-gedrewe organisasies is afdelings grootliks gefokus op hulle eie verantwoordelikhede en om hulle eie doelwitte te bereik. Gevolglik verminder dit soms die uitwerking wat die uitkomste van hulle strategieë en prosesse het op die belanghebbendes van die organisasie. Hierdie afdelings voer dus strategieë uit om hulle eie doelwitte te behaal. Soms verhinder hierdie strategieë ander afdelings om hulle doelwitte te bereik. Die basiese effek hiervan kan wees dat minder waarde aan die belanghebbendes deurgegee word. ‘n Organisasie het dus ʼn meganisme nodig om die sistemiese omgewing mee te evalueer en sodoende prosesse te identifiseer wat belemmer is of wat belemmering kan veroorsaak. Die hoofdoel van hierdie navorsingstudie was om so ʼn meganisme te ontwikkel. Hierdie meganisme het na vore gekom in ʼn raamwerk wat tydens ondersoeke gebruik kan word om belemmering te identifiseer. Die raamwerk is ontwikkel deur hoofsaaklik drie dissiplines in gedagte te hou: Sistemiese Benadering, Prestasie-beoordeling en die Begrip van verskafferwaarde. Die raamwerk is aan die hand van drie gevallestudies getoets en in al drie gevalle het die raamwerk die verwagte resultate opgelewer. Die gevolgtrekking is dus gemaak dat organisasies wel die raamwerk kan toegepas kan om die sistemiese omgewing te evalueer en sodoende die belemmering van prosesse op mikrovlak uit te wys.
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Hakoyama, Shotaro. "Rater Characteristics in Performance Evaluation Accuracy." Wright State University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=wright1399905636.

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Shilongo, Johannes Angula. "An evaluation of the organizational communication of a performance management system in the city of Windhoek." Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003909.

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This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
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Books on the topic "Evaluation of organizational performance"

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Guerra-López, Ingrid. Performance evaluation: Proven approaches for improving program and organizational performance. San Francisco: Jossey-Bass, 2008.

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Assessing organizational performance in higher education. San Francisco: Jossey-Bass, 2007.

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Guerra-López, Ingrid. Evaluating impact: Evaluation and continual improvement for performance improvement practitioners. Amherst, Mass: HDR Press, 2007.

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Bourne, Mike. Corporate performance management. Cary, N.C: SAS Institute, 2004.

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Peterson, Warren. An organizational performance assessment system for agricultural research organizations: Concepts, methods, and procedures. The Hague, Netherlands: ISNAR, 2003.

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Sorensen, Dean. Business performance intelligence software: A market evaluation. Morristown, NJ]: Financial Executives Research Foundation, 2003.

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J. H. R. van de Poel. Judgment and control: Individual and organizational aspects of performance evaluation. Groningen: Wolters-Noordhoff, 1986.

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S, Preskill Hallie, ed. Evaluation in organizations: A systematic approach to enhancing learning, performance, and change. Cambridge, Mass: Perseus Pub., 2001.

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Committee, Connecticut General Assembly Legislative Program Review and Investigations. Performance management. Hartford, CT: The Committee, 1999.

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America, Family Planning Councils of. Family planning performance measurement system: Phase II final report. [United States]: Family Planning Councils of America, 2002.

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Book chapters on the topic "Evaluation of organizational performance"

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Bryant, Peter T. "Evaluation of Performance." In Augmented Humanity, 199–223. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76445-6_7.

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AbstractAgents evaluate their performances to assess progress, learn, and improve. In doing so, they refer to criteria of various kinds. Some criteria are deeply encoded in mental models, organizational procedures, or cultural norms and logics, while other evaluative criteria are adaptive and may upregulate or downregulate, depending on the agent’s goals, expectations, and context. Here, too, digitalization is transformative. Artificial agents bring unprecedented power to the evaluation of performance, including the rapid intra-cyclical evaluation of ongoing processes. These mechanisms support feedforward guidance in real time. Therefore, when human and artificial agents combine in the evaluation of augmented performance, they face additional risks. Artificial evaluative processing could be fast and precise, while at the same time, human evaluation may be relatively sluggish and imprecise. Overall evaluations of performance could be distorted and dysfunctional.
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Dresang, Dennis L. "Performance Evaluation." In Personnel Management in Government Agencies and Nonprofit Organizations, 171–89. Sixth edition. | New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315545387-10.

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Zülch, Gert, Thomas Grobel, and Uwe Jonsson. "Indicators for the Evaluation of Organizational Performance." In IFIP Advances in Information and Communication Technology, 311–21. Boston, MA: Springer US, 1995. http://dx.doi.org/10.1007/978-0-387-34847-6_35.

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Joiner, Duncan. "Making POE Work in an Organization." In Building Performance Evaluation, 173–81. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56862-1_13.

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Riggio, Ronald E. "Evaluating Employee Performance." In Introduction to Industrial/Organizational Psychology, 145–77. Seventh Edition. | New York : Routledge, [2017] | Revised edition of the author’s Introduction to industrial/organizational psychology, 2013.: Routledge, 2017. http://dx.doi.org/10.4324/9781315620589-6.

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Rosenheck, Thierry. "POE for Organizations with a Repetitive Building Type." In Building Performance Evaluation, 183–92. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56862-1_14.

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Hansen, Hanne Foss, Timo Aarrevaara, Lars Geschwind, and Bjørn Stensaker. "Evaluation Practices and Impact: Overload?" In Reforms, Organizational Change and Performance in Higher Education, 235–66. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11738-2_8.

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Marans, Robert W., and John Callewaert. "Evaluating Changes in Sustainability Culture: A Model for Universities and Other Organizations." In Building Performance Evaluation, 249–59. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56862-1_19.

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ten Raa, Thijs. "Efficiency Measures for Industrial Organization." In Benchmarking for Performance Evaluation, 221–50. New Delhi: Springer India, 2015. http://dx.doi.org/10.1007/978-81-322-2253-8_5.

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Tubbs, Mark E. "Goal Setting Research in Industrial/Organizational Psychology." In Multiple Perspectives on the Effects of Evaluation on Performance, 25–46. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-0801-4_2.

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Conference papers on the topic "Evaluation of organizational performance"

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Curri-Memeti, Almira, and Diar Selimi. "GREEN HUMAN RESOURCE MANAGEMENT - PERFORMANCE MANAGEMENT AND EVALUATION." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0034.

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The concern for the natural environment began a long time ago. Throughout the previous two decades, the globe appealed for proactive ecological management. The term eco- friendly or environmentally friendly is also widespread nowadays, relating to laws, activities, products, services etc., theatre having, minimal, reduced or not having negative impact on eco- systems and the environment. Environmental performance is the relationship between the organization and the environment. Current writing on environmental management recognizes that with a specific end goal to accomplish environmental sustainability objectives, associations can use proper human resource management practices to motivate their employees. To this end, incredible endeavors have been made to investigate what drives workers to participate in proecologic practices that help their organization to turn green and be sustainable. Additionally, a number of studies demonstrate that there is a connection among the green activities, organizational performance and corporate profitability within any association. The main purpose behind this thesis is to extend our understanding of how the concept of green management can be positioned as part of the human resource function. The motivation is to highlight the importance of building sustainable and eco-friendly business, and to gain knowledge of the outcomes after adopting Green human resource management in the organizations.
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Day, Jen-Der, Chich-Jen Shieh, and Hsien-Tang Tsai. "Performance Evaluation of Introducing Electronic Commerce into Organic Agricultural Products." In 2017 International Conference on Organizational Innovation (ICOI 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icoi-17.2017.34.

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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?
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Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.

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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.
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"Performance Evaluation Factors for Better Organizational Performance: Case Study in the Health Sector." In 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.087.

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Zheng, Wen-jun, and Hong-li Wang. "Organizational performance evaluation of power supply with partial least-squares regression." In 2011 IEEE 18th International Conference on Industrial Engineering and Engineering Management. IEEE, 2011. http://dx.doi.org/10.1109/icieem.2011.6035130.

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Yamoto, H., K. Hiekata, and T. Mitsuyuki. "A Study on Evaluation and Improvement of Organizational Performance in Fabrication Shops." In International Conference on Computer Applications in Shipbuilding. RINA, 2009. http://dx.doi.org/10.3940/rina.iccas.2009.21.

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Zhu, Jiexiao. "The Evaluation Model of College Students' Organizational Performance Based on Data Envelopment Analysis." In The 1st EAI International Conference on Multimedia Technology and Enhanced Learning. EAI, 2017. http://dx.doi.org/10.4108/eai.28-2-2017.152330.

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Taiyong, Wan. "Performance Evaluation in Nonprofit Organization." In 2012 International Conference on Public Management. Paris, France: Atlantis Press, 2012. http://dx.doi.org/10.2991/icpm.2012.17.

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Owen, Susan, and Kenneth Janz. "Tying benchmarks and metrics to evaluations and organizational performance." In the 33rd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1099435.1099502.

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Reports on the topic "Evaluation of organizational performance"

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Moyo, Unoda. Performance Appraisal in Organizational Cultural Context. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1154.

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Choi, Min K. Senior Leadership: Succession Effects on Organizational Performance. Fort Belvoir, VA: Defense Technical Information Center, December 2013. http://dx.doi.org/10.21236/ada606048.

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Eldenburg, Leslie, Benjamin Hermalin, Michael Weisbach, and Marta Wosinska. Hospital Governance, Performance Objectives, and Organizational Form. Cambridge, MA: National Bureau of Economic Research, April 2001. http://dx.doi.org/10.3386/w8201.

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Huckman, Robert, and Gary Pisano. The Effect of Organizational Context on Individual Performance. Cambridge, MA: National Bureau of Economic Research, October 2003. http://dx.doi.org/10.3386/w10027.

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Picard, Dorka M. Improving Organizational Performance: Decreasing Operating Room Turnaround Time. Fort Belvoir, VA: Defense Technical Information Center, April 1998. http://dx.doi.org/10.21236/ada372315.

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Scholand, Andrew Joseph, and Yla R. Tausczik. Quantifiable and objective approach to organizational performance enhancement. Office of Scientific and Technical Information (OSTI), October 2009. http://dx.doi.org/10.2172/993875.

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Born, Patricia, William Gentry, W. Kip Viscusi, and Richard Zeckhauser. Organizational Form and Insurance Company Performance: Stocks versus Mutuals. Cambridge, MA: National Bureau of Economic Research, September 1995. http://dx.doi.org/10.3386/w5246.

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Lin, Zhiang, and Kathleen Carley. Maydays and Murphies: A Study of the Effect of Organizational Design, Task, and Stress on Organizational Performance. Fort Belvoir, VA: Defense Technical Information Center, July 1992. http://dx.doi.org/10.21236/ada261901.

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Eccles, Robert, Ioannis Ioannou, and George Serafeim. The Impact of Corporate Sustainability on Organizational Processes and Performance. Cambridge, MA: National Bureau of Economic Research, March 2012. http://dx.doi.org/10.3386/w17950.

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Bartel, Ann, Ciaran Phibbs, Nancy Beaulieu, and Patricia Stone. Human Capital and Organizational Performance: Evidence from the Healthcare Sector. Cambridge, MA: National Bureau of Economic Research, September 2011. http://dx.doi.org/10.3386/w17474.

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