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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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Glasgow, Justin Mathew. "A critical evaluation of healthcare quality improvement and how organizational context drives performance." Diss., University of Iowa, 2013. https://ir.uiowa.edu/etd/2503.
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This thesis explored healthcare quality improvement, considering the general question of why the last decade's worth of quality improvement (QI) had not significantly improved quality and safety. The broad objective of the thesis was to explore how hospitals perform when completing QI projects and whether any organizational characteristics were associated with that performance.
First the project evaluated a specific QI collaborative undertaken in the Veterans Affairs (VA) healthcare system. The goal of the collaborative was to improve patient flow throughout the entire care process leading to shorter hospital length of stay (LOS) and an increased percentage of patients discharged before noon. These two goals became the primary outcomes of the analysis, which were balanced by three secondary quality check outcomes: 30-day readmission, in-hospital mortality, and 30-day mortality.
The analytic model consisted of a five-year interrupted time-series examining baseline performance (two-years prior to the intervention), the year during the QI collaborative, and then two-years after the intervention to determine how well improvements were maintained post intervention. The results of these models were then used to create a novel 4-level classification model. Overall, the analysis indicated a significant amount of variation in performance; however, sub-group analyses could not identify any patterns among hospitals falling into specific performance categories.
Given this potentially meaningful variation, the second half of the thesis worked to understand whether specific organizational characteristics provided support or acted as key barriers to QI efforts. The first step in this process involved developing an analytic model to describe how various categories of organizational characteristics interacted to create an environment that modified a QI collaborative to produce measureable outcomes. This framework was then tested using a collection of variables extracted from two surveys, the categorized hospital performance from part one, and data mining decision trees. Although the results did not identify any strong associations between QI performance and organizational characteristics it generated a number of interesting hypotheses and some mild support for the developed conceptual model.
Overall, this thesis generated more questions than it answered. Despite this feature, it made three key contributions to the field of healthcare QI. First, this thesis represents the most thorough comparative analysis of hospital performance on QI and was able to identify four unique hospital performance categories. Second, the developed conceptual model represents a comprehensive approach for considering how organizational characteristics modify a standardized QI initiative. Third, data mining was introduced to the field as a useful tool for analyzing large datasets and developing important hypotheses for future studies.
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Guimarães, Ricardo Galvão. "A presença dos cinco capitais no índice de sustentabilidade empresarial (ISE)." Universidade de São Paulo, 2013. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-11102013-205321/.
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Esta pesquisa é um estudo exploratório-descritivo que relaciona avaliação de desempenho organizacional, sustentabilidade e o questionário do Índice de Sustentabilidade Empresarial. A avaliação de desempenho organizacional é um importante instrumento de gestão, que por meio de diferentes modelos teóricos pode auxiliar empresas a realizarem seus objetivos. A incorporação da sustentabilidade na gestão é uma realidade, e têm-se realizado esforços no sentido de aprimorar a gestão socioambiental das organizações. Neste contexto, foi elaborado o modelo de avaliação de desempenho organizacional SIGMA Sustentabilidade, o qual analisa a empresa sob a ótica de cinco diferentes capitais: natural, social, humano, manufaturado e financeiro. A criação do Índice de Sustentabilidade Empresarial, que visa reunir as organizações com destaque em governança corporativa, responsabilidade social e sustentabilidade, também é reflexo deste contexto. O índice utiliza um questionário, enviado à um conjunto de empresas que possuem ações negociadas na bolsa de valores, para avaliar e selecionar as companhias que se encaixam no perfil descrito. Este estudo pretende identificar e descrever a presença dos cinco capitais no questionário do Índice de Sustentabilidade Empresarial. Para tal, foi analisada a teoria acerca de modelos de avaliação de desempenho organizacional, do modelo SIGMA sustentabilidade, bem como levantadas as teorias e indicadores acerca de cada um dos capitais. A metodologia escolhida foi a análise descritiva e qualitativa das perguntas que compõem o questionário, à luz da teoria dos capitais levantada. Os resultados apontam para uma concentração dos capitais natural e social no questionário, bem como para uma presença reduzida do capital manufaturado. A análise do questionário apontou também pontos de alinhamento com o modelo SIGMA, como a presença frequente da prestação de contas e a interdependência dos capitais. Ao final sugere-se um rol de variáveis que podem ser utilizadas para identificação dos diferentes capitais em outros estudos, questionários ou documentos em geral.This research is a descriptive and exploratory study which relates organizational performance measurement, sustainability, and the Corporate Sustainability Index questionnaire. The measurement of organizational performance is an important management tool, which through different theoretical models can help companies achieve their goals. The incorporation of sustainability management is a reality, and has improved the environmental management of organizations. SIGMA, an organizational performance model, was designed in that context, and it analyses a company from the perspective of five different capitals: natural, social, human, manufactured, and financial. The creation of the Corporate Sustainability Index, which aims to bring together organizations with an emphasis on corporate governance, social responsibility and sustainability, also reflects that context. The index uses a questionnaire, which is sent to a group of companies with publicly traded shares, to evaluate and select those that fit the profile described. This study aims to identify and describe the presence of the five capitals in the Corporate Sustainability Index questionnaire. To this end, the theory about organizational performance evaluation, the SIGMA sustainability model, and the theories and indicators of each capital were analyzed. The methodology chosen employed qualitative and descriptive analysis of the questionnaire questions, based on the capitals theories raised. The results indicate a concentration of natural and social capital in the questionnaire, as well as a reduced presence of manufactured capital. Analysis of the questionnaire also showed points of alignment with the SIGMA model, such as the frequent presence of accountability and interdependence of capitals. At the end a list of variables that can be used to identify the different capitals in other studies, questionnaires and documents in general is suggested.
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Eilard, Hillevi, and Albina Iljasov. "The Use of Social Impact Measurements in Socially Entrepreneurial Organizations - A Quantitative Survey Study on Organizational Size." Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-23983.
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This thesis investigates the relationship between organizational size and the decision of using social impact measurements in Swedish socially entrepreneurial organizations, which include organizations and individuals that aim at solving social problems. Data is collected using an online survey, and three different ways to measure organizational size are used and tested whether they have a positive relation-ship with the use of social impact measurement. Organizational size is measured as the yearly turnover, available personnel and the number of members and participants in the organization. The association was analyzed through three different analytical methods, and we also present detailed descriptive statis-tics for the data sample. The results showed significant relationships between available staff as well as members and participants and the use of social impact measurements, while no significant relationship between the yearly turnover and the use of social impact measurements could be confirmed. We suggest a consideration of impact measurements when addressing sustainable organizational development as well as consideration of organizational size for local governments when introducing policies, funding and other support for socially entrepreneurial organizations.
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Delaporte, Cyprien. "Les perceptions de justice en situation de changement dans l'armée de l'air française : comprendre les enjeux de la notation annuelle pour agir de façon juste." Thesis, Nice, 2016. http://www.theses.fr/2016NICE2005/document.
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Les travaux présentés dans cette thèse ont pour but de mettre en lumière certains enjeux de justice organisationnelle qui émergent dans le cadre des évaluations annuelles du personnel de l’Armée de l’air. A travers plusieurs approches méthodologiques qualitatives et quantitatives, nous montrons dans un premier temps comment la justice distributive prédomine lorsqu’il s’agit pour les militaires de rendre compte de leur sentiment de justice globale lors des notations. Nous élargissons ensuite ces considérations à une série de variables en lien avec le travail, l’organisation et le leadership. Nos résultats montrent que c’est essentiellement autour du chef et de son commandement que se jouent les principales problématiques de justice. Enfin, nous avons reconduit les mêmes investigations après que le système de notation dans l’Armée de l’air ait changé. Nous montrons que l’incertitude autour du nouvel outil d’évaluation a tendance à revaloriser l’importance du sentiment de justice procédurale, tandis que la focalisation sur le chef comme objet du sentiment de justice des militaires a tendance à s’atténuerThe studies conducted in this thesis aim to highlight certain issues of organizational justice which emerge in the annual evaluations conducted on French Air Force personnel. Based on several quantitative and qualitative methodological perspectives, we first demonstrated how distributive justice prevails when it comes to military personnel reporting their perception of overall justice during evaluation periods. We then expanded these considerations to a series of variables related to the work, the organization and the leadership of this personnel. Results show that the major justice issues revolve essentially around the authority figure and leadership.Finally we conducted the same investigations after the air force’s personnel evaluation system changed. We demonstrated that the uncertainty surrounding the new evaluation tool tends to strengthen the role of perceptions of procedural justice, while mitigating focus on the authority as an object of justice
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Cameron, Sean Michael. "Organizational Citizenship Behavior: Shifting Standards for Women in the Workplace." OpenSIUC, 2012. https://opensiuc.lib.siu.edu/theses/928.
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This study explores the gendered nature of OCB effects by examining communal and agentic forms of OCB (altruism and civic virtue, respectively), as well as the possible effects of not performing gendered OCBs on performance appraisals and related job outcomes. Using employee evaluation based scenarios which included task performance and OCBs (altruism/civic virtue; engage/disengage/no OCB), participants (N= 306) rated the job performance of a female or male employee. Employees engaged in OCBs experienced higher performance evaluations than did employees in scenarios which did not contain OCB information or scenarios in which employees disengaged in OCB. Employees who engaged in OCB, despite gender, were rated similarly. Gender differences were found in the disengaging of OCB but directions were contrary to the past research and theories. In this study, employees incurred lower evaluations when disengaging in gender incongruent OCB in comparison to disengaging in gender congruent OCB. The findings of this study are two-fold. First, in comparison to past research, the results of this study present positive possibilities for women and men who engage in the OCBs of altruism and civic virtue. Second, the results on disengagement suggest more research needs to be conducted to explore evaluations of employees disengaging in gender incongruent OCBs.
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Schütte, Miriam. "Communication, delegation and performance evaluation in organizations." Diss., Ludwig-Maximilians-Universität München, 2013. http://nbn-resolving.de/urn:nbn:de:bvb:19-163574.
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Alms̊, Johannes. "Building performance evaluation an organization for documentation." Link to electronic thesis, 2002. http://www.wpi.edu/Pubs/ETD/Available/etd-0822102-183645.
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Thesis (M.S.)--Worcester Polytechnic Institute.Keywords: building performance -- fire safety -- fire spread -- fire detection and initial action -- automatic sprinkler systems -- smoke movement, control and toxicity -- structural frame -- fire brigade intervention -- life safety. Includes bibliographical references.
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Almås, Johannes. "Building Performance Evaluation: An Organization for Documentation." Digital WPI, 2003. https://digitalcommons.wpi.edu/etd-theses/954.
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"An organization of a variety of useful references and tools for evaluating typical situations that have to be addressed in a performance based fire safety design are structured in this project. The chapters in this paper are arranged the same way as the situations may appear in fire scenarios. Each chapter discusses relevant issues for regulatory required sub evaluations in fire safety engineering. In this paper the sub evaluations are named; Fire spread within the origin, Barriers and fire spread beyond the origin, Fire detection and initial action, Automatic sprinkler systems, Smoke movement, control and toxicity, Structural frame, Fire brigade intervention and Life safety. The paper addresses standards and publications to evaluate fire safety in buildings. The tools and references presented are an assortment from a variety of methods and correlations that have been developed through the years in order to achieve knowledge of the dynamics of the fire and how to control its severity. The topics for the sub evaluations are codes and standards, design fire development, fire protection efficiencies in fires, reliability issues, building and construction characteristics, occupant characteristics, evaluation tools and evaluation software."
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Scholl, Joy. "Exploring managers' experiences of a monitoring and evaluation dashboard in an Eastern Cape hospital complex." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1021089.
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Monitoring and evaluation (M&E) are essential tools for businesses, projects and service delivery structures. The majority of managers in health institutions are from a clinical background and do not use business intelligence principles to manage or monitor performances in their domains. Literature has revealed that managers in South African public health institutions do not monitor and evaluate their data regularly; likewise the most important information is not consolidated for easy reference and assessment. A pilot study of the introduction of an M&E dashboard was implemented at the East London Hospital Complex (ELHC) in May 2011 at the request of the Superintendent General of the Eastern Cape Department of Health to address this challenge. The current study explored the experiences of managers in the implementation of an M&E dashboard at the ELHC in the Eastern Cape. To establish managers’ experiences, a quantitative, exploratory and descriptive study was undertaken to gain insight, while accurately depicting the experiences and perceptions of managers of the dashboard. A survey questionnaire was developed to undertake a case study with respondents, who were involved in the initial implementation of the dashboard project at the ELHC. The results were analysed and recommendations were made addressing the design of the dashboard, and communication and change management in the introduction of the monitoring and evaluation tool. Further recommendations were made relating to future potential research in this area. An important finding of the research is that thirty-one (31) of the thirty-four (34) managers (91 percent) responded positively about the dashboard, while 9 percent were neutral. None of the respondents encountered negative experiences of utilising the dashboard. This indicates that the implementation of the dashboard was an overwhelming positive experience. The dashboard can be implemented in other healthcare institutions in the Eastern Cape, thereby encouraging more reliable methods to monitor data, improve staff efficiency and above all service delivery to patients.
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Wilson, Birdella. "Examining Alignment Between Canadian Municipal Police Performance Evaluation Policies and Officer Perceptions." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2913.
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A lack of alignment between police performance evaluation policy purposes and officer performance evaluation perceptions has implications for the organizations' resource management, officer morale, and public safety. A literature review points towards a gap existing between policy purpose statements and employee perceptions. The purpose of this study was to investigate the relationship between the policy purposes of police performance evaluations and the officers' perceptions of those evaluation experiences in 4 Ontario municipal police services. DiMaggio and Powell's (1983) Institutional theory was the foundation for this study. Data for this study were collected from 4 police services in Ontario, Canada. The data consisted of police performance evaluation policies and in-person interviews with 12 officers. Data were inductively coded, and then the coded data were subjected to content analysis. Three policy purpose themes and 13 officer perception themes emerged that indicate that: 1) there seems to be a lack of alignment between the policy purpose theme of assessing work performance and eight of the perception themes; 2) officers perceived performance evaluations as negatively impacting their morale: and, 3) healthy relationships with supervisors were more useful to officers than performance evaluations in terms of performance and career outcomes and progression. Consistent with Institutional theory, officers perceived performance evaluations to be necessary even with limited utility. The positive social change implications stemming from this study include recommendations to police executives to consider alternative processes in tandem with performance evaluations to improve morale, in turn creating better opportunities for improved public and officer safety.
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Solomons, Neville. "A critical evaluation of the performance management system used by Nampak Research and Development." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/610.
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Introduction: Performance management is an important driver in most companies today. Companies regard this as the tool to ensure that the people working for them will deliver as per the agreed contract and objectives which were set mutually. This study will reveal the importance of a well managed performance management system and what benefits one will derive from it. Intent: The purpose of this research project is to conduct a critical analysis of the performance management system used by Nampak Research and Development. They have been using a system since 2001 to the present without any changes to the system. The study focused on key areas to ascertain the level of change in the above respect that needs to take place. The study addressed (a) the understanding of performance management, (b) the management attitude towards performance management, (c) staff development, (d) the mentoring system, and (e) the performance appraisal method used. Findings: the main findings were that: (a) loss of management skill due to retirement, (b) staff has a negative attitude towards the performance management system, (c) staff does not trust the system, (d) management is the only group that is positive about the system, (e) there are no staff development strategies and no staff development, (f) ineffective mentoring system, (g) no mentor and mentee relationship, and (h) the performance appraisal method raised concerns in terms of departments not being consistent with the rating scores. Conclusion: the researcher has recommended what needs to be put in place to help the system work. Due to the complexity of the system, the researcher then recommended that a specialist in the field of performance management be approached to resolve the situation.
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Ma, Wing-yan. "Contract research organizations : performance and evaluation of services /." View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B38030561.
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Ma, Wing-yan, and 馬詠恩. "Contract research organizations: performance and evaluation of services." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B39724888.
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Pansiri, Jaloni University of Ballarat. "Harambe : strategic alliance formation and performance evaluation in the tourism sector of travel." University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/12803.
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"This thesis investigates the influence of company and executive characteristics on strategic alliance formation (decision to form alliances, alliance type selection and choice of alliance partners) and performance evaluation of alliances, in the Australian tourism industry sector of travel. The significance of forming strategic alliances as a way of achieving 'harambe' is emphasised throughout this thesis. 'Harambe' is a ki-Swahili term meaning "to pull together, or to work together or to pull the same rope together at the same time" in harmony. The idea here is that companies pool their resources together through strategic alliances to be able to achieve their strategic goals and objectives. The research focuses on three travel sub-sectors - travel agencies, tour operators and wholesalers and how these sub-sectors relate with those of transport and accommodation." -Doctor of Philosophy
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Pansiri, Jaloni. "Harambe : strategic alliance formation and performance evaluation in the tourism sector of travel." University of Ballarat, 2006. http://archimedes.ballarat.edu.au:8080/vital/access/HandleResolver/1959.17/15396.
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"This thesis investigates the influence of company and executive characteristics on strategic alliance formation (decision to form alliances, alliance type selection and choice of alliance partners) and performance evaluation of alliances, in the Australian tourism industry sector of travel. The significance of forming strategic alliances as a way of achieving 'harambe' is emphasised throughout this thesis. 'Harambe' is a ki-Swahili term meaning "to pull together, or to work together or to pull the same rope together at the same time" in harmony. The idea here is that companies pool their resources together through strategic alliances to be able to achieve their strategic goals and objectives. The research focuses on three travel sub-sectors - travel agencies, tour operators and wholesalers and how these sub-sectors relate with those of transport and accommodation." -Doctor of Philosophy
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Devotto, Naranjo Odeli Elizabeth. "Impacto del clima organizacional en la gestión institucional de la Superintendencia Nacional de Aseguramiento en Salud (SUNASA)." Bachelor's thesis, Universidad Ricardo Palma, 2017. http://cybertesis.urp.edu.pe/handle/urp/1453.
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El objetivo de investigación ha sido determinar la implicancia del clima organizacional en la gestión institucional de la Superintendencia Nacional de Aseguramiento en Salud. La
hipótesis general ha comprobado la existencia de una relación directa y significativa entre el clima organizacional y la gestión institucional; obteniéndose una débil relación entre las
variables.
The research objective has been to determine the implication of the organizational climate in the
institutional management of the National Superintendence of Health Insurance. The
The general hypothesis has proven the existence of a direct and significant relationship between the organizational climate and institutional management; obtaining a weak relationship between variables
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Mama, Nolwandle Mickey. "Performance management : a practical way to re-aligning management styles, practices and competencies to improve organisational performance at Amatola District Council." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52400.
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Thesis (MBA)--Stellenbosch University, 2001.The aim of this study was to review the current status of the Performance Management system at Amatola District Council. A study of material and a case study on the implementation of the system at Amatola District Council is described. The performance management model designed by Good People Management has been applied and described in the text. The research results indicate that the majority of staff supports and understand the process. However, feedback and the attitudes of female employees thereof are highlighting red signals. This creates a completely new area of research of which the writer is only highlighting the issue for further research. Linking of performance management with compensation comes up as an issue, understandably so because the Council has agreed not to link the two processes. Recommendations on how to improve the system have been put forward.
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Hillion, H. P. (Herve P. ). "Performance evaluation of decisionmaking organizations using Timed Petri Nets." Thesis, Massachusetts Institute of Technology, 1986. http://hdl.handle.net/1721.1/15071.
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Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 1986.MICROFICHE COPY AVAILABLE IN ARCHIVES AND ENGINEERING
Bibliography: leaves 155-156.
by Herve P. Hillion.
M.S.
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Hako, Vuyani Wellington. "Delivering peak performance through focused career management." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53348.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: Wealth today cannot be merely measured by material acquisition but also by depth of knowledge, wisdom and understanding. This knowledge, wisdom and understanding lie in the human capital of the organisation. The dynamic nature of business today demands a constant renewal in the aspirations of the employee. Therefore, the performance of the employee in any organisation becomes the most important component. If an organisation is to gain competitive advantage, it must understand how people think, feel and act and then utilize that understanding to increase human performance. The study argues that one of the important feelings that must be understood in order to increase people effectiveness in an organisation is career management. Career management is investing in the minds of the people. The minds of the people are the source of wealth. Developing people to improve their knowledge, skills and capabilities is fundamental to the overall performance of an organisation. Career management helps identify specific talents and behaviours an individual must bring to the job. Career management also brings prosperity and job satisfaction to the individual. Career management as a system to capitalize on the employee's talents and potential should begin with a strong emphasis on personal empowerment and the elimination of self-directed negativity. Against this background, the study looks very deeply into the importance of self management. Further, the organisation itself needs to understand that peak performance is not an event but the life of the business. Whenever the results are announced the competitor listens to establish ways of doing the best. To keep up with the spirit of competitive advantage and gaining peak performance all the time, the organisation must constantly devise means to engage the emotional commitment of the employee. Such means must include career management strategies as also an attempt for employee retention. The organisation must position itself to be a facilitator of career coaching. As a facilitator of career coaching the organisation is able to plan the career success and happiness of the employee.
AFRIKAANSE OPSOMMING: Vandag se rykdom kan nie net slegs deur middel van materiële geskat word nie maar asook deur diepsinningheid van wetenskap, wysheid en begrip. Hierdie kennis, wysheid en verstand rus in die menslike kapitaal van die organisasie. Die dinamiese soort van besighede deesdae verlang 'n gedurige hernuwing in die strewe van die werknemer. Daarom is dit die prestasie van die werknemer in enige organisasie wat die mees belangrikste komponent is. As die organisasie 'n mededingende voordeel wil bereik,moet die organisasie verstaan hoe mense dink, voel en optree,dan daardie verstand aanwend om menslike vermoëte verbeter. Die studie dui aan dat een van die belangrikste gevoelenswaardes wat begryp moet word om mense se vermoë te verbeter in 'n organisasie, is loopbaanbestuur. Loopbaanbestuur belê in die mense se verstandelike vermoë omdat dit 'n bron van rykdom is. Ontwikkeling van mense om hulle kennis, vermoë en bekwaamhede te verbeter is die grondbeginsel tot die totale prestering van die organisasie. Loopbaanbestuur help om spesifieke talente en houdings te identifiseer wat 'n individu aan die werk moet bring. Loopbaanbestuur bring asook voorspoed en werksbevrediging aan die individu. Loopbaanbestuur as 'n stelsel wat kapitaliseer op die werknemers se talent en potensiaal moet begin met 'n sterk klem op selfbestuur en die verwydering van persoonlike negatiewe. Teen hierdie agtergrond, kyk die studie baie diep na die belangrikheid van selfbestuur. Verder, behoort die organisasie te begryp dat topprestasies nie 'n gebeurtenis is nie, maar die siel van die besigheid is. Wanneer die uitslae aangekondig word, luister die mededinge en doen sy beste om aan nuwe maniere te dink om sy beste voor te lê. Om by te bly met die mededingende voordeel en om die hoë prestasie te bereik teen alle tye moet die organisasie aanhoudelik met metodes voorendag kom sodat die werknemer emosioneel verbind is tot die organisasie. Sulke middelweë moet loopbaan beheer strategies insluit asook 'n poging om werknemer te behou. Die organisasie moet homself so plaas dat hy 'n fasiliteerder van loopbaan afrigting is. Deur as fasiliteerder van loopbaan afrigting op te tree word dit moontlik om loopbaansukses en gelukkigheid van die werknemer te bewerkstellig.
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Chong, Yukyeong. "Evaluation of TQM performance and organizational management effectiveness for foodservice and clinical nutrition service management in hospital settings /." free to MU campus, to others for purchase, 1998. http://wwwlib.umi.com/cr/mo/fullcit?p9904838.
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David, Jose Hernan. "Identifying the factors that contribute to the effectiveness of the Productivity Measurement and Enhancement System (ProMES)." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/1162.
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The Productivity Measurement and Enhancement System (ProMES) is a human resource intervention that provides feedback to members of an organizational unit via a measurement system constructed by the unit personnel. The unit constructs the system by defining their objectives, identifying productivity indicators for each objective, and developing utility curves or contingencies for each indicator, specifying the overall and relative value to the organization of different performance levels on each indicator. Over the years, it has produced very positive results upon implementation. However, there has been great variability in the effectiveness of ProMES. This study attempted to identify the factors that contributed to this variability. Three major factors were proposed to influence the success of the intervention: feedback quality, the degree to which units prioritized their actions on the feedback, and the organizational social context. Additionally, the individual effects of the components of the organizational social context factor were analyzed; these components included the degree of employee participation in the intervention, unit attitudes towards productivity improvement, organizational support for the intervention, and organizational stability. Three productivity indices were used as dependent variables: the unit d-score (the difference between feedback productivity and baseline productivity divided by the pooled standard deviation), the rate of productivity change over the first third of the feedback stage, and the degree to which units were able to sustain prior productivity improvements over the last two thirds of the feedback stage. The degree of match with the original ProMES methodology was proposed as a moderator in the relationship between the three major factors and the criteria, and the degree of feedback interpretation training given to the unit was proposed as a moderator between the units? action on feedback and the criteria. Drawing on a database of 74 units from different industries and countries, scales were constructed to operationalize the factors. Results from multiple regression analyses indicated that favorable attitudes towards productivity improvement were associated with faster productivity improvements. Additionally, feedback quality and the action taken on feedback significantly predicted greater and faster productivity improvements. The implications for human resource professionals and researchers in industrial/organizational psychology are discussed.
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Carvalho, Deodato Barbosa de. "A importância de gestão de desempenho numa autoridade de desenvolvimento conjunto: o caso de autoridade de desenvolvimento conjunto Nigéria-São Tomé e Príncipe." Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/5010.
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Mestrado em Gestão de Recursos HumanosA gestão de empresas públicas e privadas é foco de diversos estudos nos mais variados centros académicos. No caso da gestão pública, a lógica do negócio é diferente a do privado e necessita de estudos específicos que atendam a suas características peculiares. Mesmo com certas peculiaridades, as empresas públicas também necessitam de uma estratégia bem definida, processos estruturados e indicadores que mostrem aos gestores informações sobre o desempenho da organização. O que implica a necessidade de um sistema de avaliação e gestão do desempenho capaz de mostrar as necessidades de melhoramento tanto do colaboradores assim como da própria instituição. O objectivo principal deste trabalho é identificar os elementos de gestão de desempenho na Autoridade de Desenvolvimento Conjunto entre a República Federativa de Nigéria e a República Democrática de São Tomé e Príncipe (ADCNSTP) e saber até que ponto esses elementos contribuem para o cumprimento dos objectivos da Organização. Com o estudo concluiu-se que os elementos da gestão de desempenho que são praticados na ADCNSTP não contribuem para o melhoramento do seu desempenho nem tão pouco ajudam no cumprimento dos seus propostos pelos estados partes. Isso deve-se ao facto de esses elementos não estarem interdependentes uns dos outros a fim de formarem o ciclo de gestão de desempenho. O que leva a concluir também que, não basta, nas instituições, a simples prática dos elementos da gestão do desempenho, isoladamente. Devem sim, ser de conhecimento dos colaboradores e, ao mesmo tempo, estarem integrados num sistema que permite a interligação entre os mesmos.
The management of public and private organizations has been the focus of several studies in various academic centers. In the case of public management, the business logic is different and requires specific studies that meet their specific characteristics. Even with certain peculiarities, public enterprises also need a well-defined strategy, structured processes and indicators that provide managers information about the organization's performance. This implies the need for a system of assessment and performance management capable to show the improvement´s needs of both the employees and the institution itself. The main objective of this study is to identify the elements of the performance management in the Joint Development Authority of the Federal Republic of Nigeria and the Democratic Republic of Sao Tome and Principe (ADCNSTP) and to what extent these elements contribute to the achievement of the objectives of the Organization. The study concluded that the elements of performance management that are practiced in the Authority neither contribute to improve the performance of the Authority nor help the achievement of its objectives. This is because they are not integrated in order to form the cycle of the performance management. What also leads to the conclusion that, for the improvement of the performance, the only practices of the elements of the performance management, separately, is not enough. These elements must be well knowledge among the officers and also be integrated in a system that allows the interconnections among them.
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Coelho, Jose Flavio Guerra Machado, and f. coelho@bigpond com. "SUSTAINABILITY PERFORMANCE EVALUATION MANAGEMENT SYSTEMS MODEL FOR INDIVIDUAL ORGANIZATIONS AND SUPPLY CHAINS." Central Queensland University, 2006. http://library-resources.cqu.edu.au./thesis/adt-QCQU/public/adt-QCQU20060720.094327.
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The title of the research is Sustainability Performance Evaluation Management Systems Model for Individual Organizations and Supply Chains. This research has achieved its aim to develop and demonstrate the practical implementation of a simple and objective sustainability performance evaluation management system model for individual organizations and supply chains. It has resulted in the recognition that a new concept Network of Interested Partners underpins the achievement of sustainability. The term acknowledges the interdependence and reflects the essential cooperation that must be achieved between business organisations, their commercially related entities and the local community if progress towards sustainability is to be achieved. It therefore encompasses and extends the concept of a supply chain as currently used.
Sustainable Development is defined by the World Commission on Environment and Development as development, which meets the needs of the present without compromising the ability of future societies to meet their own needs. Organizations, as part of human activities, also have to be sustainable. The sustainability of organizations is directly linked to the continual improvement of business performance. Many organizations have found a way to improve performance through the establishment of management systems. International Organization for Standardization (ISO) standards are recognized worldwide as reliable and efficient tools for the implementation of management systems. However, they do not always result in the desired improvement in outcomes. Therefore, if the required improvement of business performance is to be achieved, improved methodologies for development and implementation of performance evaluation (PE) processes are necessary. These methodologies must take into consideration sustainability principles. They also have to be applicable to individual entities and supply chains, with or without management systems in place. Supply chains are important because it is being increasingly recognized that overall supply chain performance is a means of adding value and competitive advantage to all businesses.
In the first part of the research a performance evaluation model or PE (version 1 model) was developed. This was used as criteria to compare and evaluate existing performance evaluation processes and outcomes of individual organisations and their respective supply chain within the Gladstone region, Australia. Questionnaires have also been used to identify and evaluate the needs of the interested parties in relation to the organizations and supply chains business performance and processes of performance evaluation.
All the information provided in the first part of the research was used by the researcher to develop the Sustainability Performance Evaluation Management Systems model or SPEMS (version 2 model). This incorporates the concepts of Network of Interested Parties/Partners. In particular, one of the outcomes is recognition that organizations need to establish partnerships if effective supply chain performance improvement is to be achieved. Therefore the establishment of partnerships has become a key requirement for the implementation of SPEMS.
The establishment of partnership among participants of a supply chain of Gladstone and implementation of the eight first steps of the SPEMS (version 2 model) in this supply chain was commenced successfully through workshops. The supply chain was formed by commercial organizations, government entities and interested parties from the community. SPEMS requires that partners all have the same level of ownership and authority in the decisions of the supply chain.
Some new terms and their definitions have been created within the research to support the new SPEMS model. They include: Network of Interested Partners, sustainability for organizations, sustainability KPI and sustainability friendly organizations.
All of the above are encompassed within the final SPEMS (version 3 model).
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Bowman, Joshua S. "An Examination of the Incremental Validity of the Serve-Specific Core Self-Evaluation Scale Over the Core Self-Evaluation Scale in Predicting Serve Performance." TopSCHOLAR®, 2017. http://digitalcommons.wku.edu/theses/1944.
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This study examined the relationship of the serve-specific core self-evaluation scale (SS-CSES) with serve performance of inter-collegiate volleyball athletes. The SSCSES is a modified version of the core self-evaluations scale (CSE). It was hypothesized that SS-CSES would be related to serve performance, that SS-CSE would be more related to serve performance than CSE, and that SS-CSE would have incremental validity over CSE when predicting serve performance. Responses to the two scales and selfassessments of server performance were collected online through self-report questionnaire. Additionally, NCAA serve statistics were collected by the researchers. Results indicated that SS-CSE was a stronger predictor of performance than CSE, and all other hypotheses were supported.
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Zvarevashe, Marshall. "The influence of individual employee performance metrics on a sub-culture in a professional services firm in Durban, South Africa." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001868.
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In today’s fast paced and global economy, competitive advantage is increasingly focused more on organisational behaviours rather than on the traditional tenets of land, labour and capital. Going beyond the traditional, organisations that are best able to get the most and the best out of their people are the ones most likely to perform better. This study aims to build an understanding of how culture is influenced by individual employee performance metrics that are used in an organisation. Previous research has been done in the broad fields of organisational culture and employee performance metrics separately, but no studies were identified in literature that focused on the interaction of the two concepts specifically. Therefore, this study seeks to answer the following research question: How do individual employee performance metrics influence sub-culture in the context of a professional services firm in Durban? This study predominantly focused not on performance at the organisational level, but rather the more granular level of individual employee performance metrics and sub-culture in one of the divisions of a professional services firm. This qualitative study explores the multiple perspectives of reality of ten of the 32 managers in the Advisory division of a professional services organisation, regarding how individual employee performance metrics influence their world view of work, or the way they perceive, think, feel and interact in the world of work. The focus of the study was limited to one department, in one branch of a multinational organisation and focused only on the horizontal layer of the “manager group” within the staff levels. Semi-structured, in-depth and face-to-face interviews were conducted with these managers as a means of gathering and saturating data. Interviewees were identified using a stratified sampling from the group of managers in the Advisory division. Open coding and constant comparison was used to analyse data. Page ii of viii The results of the study show that managers had very varied and complex perceptions of how the individual performance metrics used to assess their performance influence the sub-culture of their world of work. The key findings manifested that misuse and abuse of performance metrics by leaders, leadership bias in respect to recognition, reward and remunerations, the predominant focus of the division on the bottom line and emphasis on success at all cost, and low employee morale were all aspects of performance that impacted on how employees behaved in the division. The effect of these factors on the managers operating in this division was that there were low levels of employee commitment which were experienced through low morale and reduced productivity; managers felt that there was a restriction in the development of their careers, all of which resulted in a disregard to values of the organisation. This study reflects how the reward and recognition system using the balanced scorecard has shifted the focus of the department away from the organisation’s espoused values. This has resulted in various leadership and management questions for the leadership of the division in this study. This research also adds to existing literature that links performance and culture within the organisational context that it goes beyond the prevalent themes in literature which focus on performance at the organisation level. This study focuses on performance at the employee level and in particular in a professional services firm in South Africa. The study has three interrelated sections which are however considered as standalone. The first section is an evaluation report based on the Advisory division of a professional services firm in Durban, South Africa, and consists of a literature review, the methodology followed in conducting the study, results and the discussion thereof. The report also highlights limitations of the study, recommendations and the perceived value of the study. The report ends with a summary in the form of a conclusion. Section 2 comprises a more comprehensive literature review while Section 3 documents the research methodology followed in the study.
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Goslett, Daniel Gideon. "People management competitive practices in the new economy." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53550.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: People management, as a differentiating factor for an organisation in a competitive environment, has become a reality. This report focuses on practical best practices in making human capital the differentiating factor in any organisation. Eight topics are discussed, after positioning them against existing models and showing their relationship to the MARDEN diagnostic model of change management. The topics are: • Ensuring that your organisation's people management strategy delivers tangible results. • Entrenching a workplace culture that delivers optimum performance. • Creating high performance workplace practices. • Achieving growth through competency-based people performance and development. • Leveraging superior performance through team based leadership. • Strategy processes in developing supply chains and workplaces into major competitive advantages. • Transforming knowledge into power by becoming a true learning organisation. • Enabling your organisation to implement a successful change and transformation process. The topics are each evaluated in further detail, in order to drill down into specific practices and issues that need to be addressed by organisations. This ensures that practical best practices are positioned to ensure that the human capital, as a major intangible asset, is nurtured into high performing teams and a cohesive group.
AFRIKAANSE OPSOMMING: Mensebestuur as 'n differensierende faktor vir 'n organisasie in 'n mededingende omgewing is 'n realiteit. Hierdie verslag fokus op praktiese beste praktyke vir die versekering om mense-kapitaal as die differensiasie faktor te vestig in enige organisasie. Daar word agt onderwerpe bespreek teen die agtergrond van bestaande modelle, asook die verwantskap met die MARDEN diagnostiese model van veranderingsbestuur as evaluerings basis. Die onderwerpe is: • Versekering dat die organisasie se mense-bestuur strategie tasbare resultate lewer. • Vestiging van 'n werkplek kultuur wat optimale resultate verseker. • Vestiging van hoë verrigting werkplek praktyke. • Groei stimulasie deur bevoegdheid gebasseerde mense-prestasie en ontwikkeling. • Hefkrag van buitengewone prestasie deur span gebasseerde leierskap. • Strategiese prosesse deur die ontwikkeling van waardekettings en werkplek tot mededingende voordele. • Omskakeling van kennis in mag deur 'n ware lerende organisasie. • Bemagtiging van 'n organisasie deur die implimentering van suksesvolle veranderings en transformasie prosesse. Elke onderwerp word verder ondersoek in meer praktyke en detail wat deur organisasies geadresseer moet word om te verseker dat die beste praktyke toegepas word. Sodoende word die organisasie by gestaan om mense-kapitaal te posisioneer as die belangrikste ontasbare bate en ontwikkel in hoë prestasie spanne en 'n samehorige groep.
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Whittington-Jones, Alexandra. "The development and implementation of a performance management system: a case study." Thesis, Rhodes University, 2005. http://hdl.handle.net/10962/d1003858.
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After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research to a case study of the development and implementation of a performance management system in a non-governmental organization (NGO), the Public Service Accountability Monitor (PSAM). Collation of the relevant data is followed by a discussion of the development and implementation of the performance management system at the PSAM over a 5-year period from 1 June 1999 to 31 May 2004. This is considered in terms of the PSAM’s achievement of commitments to Funders and the concurrent development of the performance management system. Next an analysis of major themes that emerged from the research, in terms of important items for consideration in the development and implementation of a performance management system in an NGO, and areas for possible future improvements to the system is presented. After analyzing the relevant information, it became apparent that the performance management system has no direct bearing on the ability of the PSAM to achieve its stated commitment to Funders. However, these short-term focused expectations of the performance management system are outweighed by the positive contributions that have been made by its introduction, specifically in the area of training and development. This important aspect of capacity building and staff empowerment speaks to the long term sustainability of the organization. Although the PSAM’s performance management system undergoes continual improvement, significant inroads have been made into providing a sensible, clear and dynamic solution to the problem of rewarding efficient and effective performance. The PSAM has indeed benefited from the introduction of the performance management system in a number of ways. It is evident that these benefits could be applicable to other NGOs.
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Pimentel, Elizabeth Wood Moçato de Oliveira. "Avaliação de desempenho organizacional de cooperativas de crédito: uma análise à luz da teoria da agência dos pontos de vista de cooperados, conselheiros e gerentes." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-14022019-144140/.
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O presente trabalho propôs-se a identificar indicadores de avaliação desempenho pertinentes a cooperativas de crédito; bem como compreender quais aspectos influenciam a avaliação de desempenho de cooperativas de crédito na visão de cada grupo envolvido, apontando as divergências e convergências de opiniões de agentes e principal, além de conhecer as variáveis determinadas como importantes para avaliar desempenho de cooperativas de crédito sob o ponto de vista dos envolvidos considerando seu perfil; verificar se os princípios do cooperativismo são tidos como importantes nesse processo; e sugerir um Modelo de Avaliação de Desempenho de Cooperativas de Crédito que diminua os conflitos de agência, relacionando a influência da Teoria da Agência com a gestão do desempenho de cooperativas de crédito. Para tanto, a pesquisa foi executada a partir de cinco etapas: a primeira consistiu na seleção de indicadores de Desempenho para Cooperativas de Crédito por intermédio da literatura, resultando em uma lista de 46 indicadores. A segunda foi a etapa de validação dos indicadores (validade de face e conteúdo e Delphi), cujo resultado foi a exclusão e inclusão de indicadores, resultando em um total de 53 indicadores. A terceira etapa identificou junto a cooperados, membros dos Conselhos Fiscal e Administrativo e gerentes quais dos indicadores validados eles julgavam pertinentes às cooperativas de crédito; quais aspectos influenciam na avaliação de desempenho de cooperativas de crédito na visão de cada grupo envolvido; quais as variáveis são tidas como importantes para avaliar desempenho de cooperativas de crédito sob o ponto de vista dos envolvidos considerando seu perfil; qual a influência da teoria da agência na gestão do desempenho de cooperativas de crédito; e se os princípios do cooperativismo são tidos como importantes quando se trata da avaliação de desempenho de cooperativas de crédito. O resultado dessa etapa sugere que para a amostra participante existem divergências de opiniões em relação ao grau de importância de indicadores de desempenho, o que futuramente poderá gerar conflitos de agência. Por sua vez, a quarta etapa consistiu na entrevista com a equipe de planejamento de uma cooperativa singular a fim de conhecer o modelo de avaliação de desempenho utilizado pela mesma. O modelo, adaptado do Balanced Scorecard serviu, juntamente com as considerações das demais etapas dessa pesquisa como guia para a conclusão da quinta etapa do trabalho cujo objetivo foi propor um modelo de avaliação de desempenho para cooperativas de crédito que minimize os conflitos de agência. Esse modelo, formado por cinco módulos é pautado na idéia de que considerando os princípios do cooperativismo é possível reduzir os conflitos de agência de cooperativas de crédito.The present study intended to identify indicators of performance evaluation relevant to credit unions. Parallel to this objective, our work proposed to: understand which aspects influence credit unions\' performance evaluation in the perspective of each group involved, pointing out divergences and convergences of agents opinions, as well as acknowledging the important variables to evaluate credit unions performance under the point of view of those involved according to their profile; verify if the principles of cooperativism are considered important in this process; suggest a Credit Union Performance Evaluation Model that can reduce agency conflicts by relating the influence of Theory of Agency to credit union performance management. In order to do so, the research was carried out in five stages: the first one consisted in the selection of Performance Indicators for Credit Unions through the literature, resulting in a list of 46 indicators. The second stage was the validation of the indicators (face, content and Delphi validity), whose result was the exclusion and inclusion of indicators, resulting in a total of 53 indicators. The third stage identified which of the validated indicators cooperative members, of the Fiscal Council, Administrative Council and managers judged as relevant to credit unions; which aspects influenced the performance evaluation of credit unions in the view of each group involved; what variables were considered important for evaluating the performance of credit unions from the point of view of those involved considering their profile; what was the influence of Theory of Agency on performance management of credit unions; and whether the principles of cooperativism were held to be important when it came to performance evaluation of credit unions. The result of this last stage suggests that for the participating sample there are divergences of opinions regarding the degree of importance of performance indicators, which in the future may lead to agency conflicts. On the other hand, the fourth stage consisted in interviews with the planning team of aspecific cooperative in order to know the model of performance evaluation used by them. The model, adapted from the Balanced Scorecard served, along with the considerations of the other stages of this research, as a guide to the conclusion of the fifth stage, whose objective was to propose a performance evaluation model for credit unions that minimizes agency conflicts. Composed of five modules, the proposed model is based on the idea that, considering the principles of cooperativism, it\'s possible to reduce the conflicts in credit union agencies.
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Gibson, Elizabeth Carole. "A Measurement System for Science and Engineering Research Center Performance Evaluation." PDXScholar, 2016. http://pdxscholar.library.pdx.edu/open_access_etds/3285.
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This research provides performance metrics for cooperative research centers that enhance translational research formed by the partnership of government, industry and academia. Centers are part of complex ecosystems that vary greatly in the type of science conducted, organizational structures and expected outcomes. The ability to realize their objectives depends on transparent measurement systems to assist in decision making in research translation.
A generalizable, hierarchical decision model that uses both quantitative and qualitative metrics is developed based upon program goals. Mission-oriented metrics are used to compare the effectiveness of the cooperative research centers through case studies.
The US National Science Foundation (NSF) industry university cooperative research center (IUCRC) program is the domain of organizational effectiveness because of its longevity, clear organizational structure, repeated use and availability of data. Not unlike a franchise business model, the program has been replicated numerous times gaining recognition as one of the most successful federally funded collaborative research center (CRC) programs. Understanding IUCRCs is important because they are a key US policy lever for enhancing translational research. While the program model is somewhat unique, the research project begins to close the gap for comparing CRCs by introducing a generalizable model and method into the literature stream.
Through a literature review, program objectives, goals, and outputs are linked together to construct a four-level hierarchical decision model (HDM). A structured model development process shows how experts validate the content and construct of the model using these linked concepts.
A subjective data collection approach is discussed showing how collection, analysis and quantification of expert pair-wise-comparison data is used to establish weights for each of the decision criteria. Several methods are discussed showing how inconsistency and disagreement are measured and analyzed until acceptable levels are reached.
Six case studies are used to compare results, evaluate the impact of expert disagreement and conduct criterion-related validity. Comparative analysis demonstrates the ability of the model to efficiently ascertain criteria that are relatively more important towards each center's performance score. Applying this information, specific performance improvement recommendations for each center are presented.
Upon review, experts generally agreed with the results. Criterion-related validity discusses how the performance measurement scoring system can be used for comparative analysis among science and engineering focused research centers. Dendrograms highlight where experts disagree and provide a method for further disagreement analysis. Judgment quantification values for different expert clusters are substituted into the model one-at-a-time (OAT) providing a method to analyze how changes in decisions based on these disagreements impact the results of the model's output. This research project contributes to the field by introducing a generalizable model and measurement system that compares performance of NSF supported science and engineering focused research centers.
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Porfírio, Ana Teresa Filipe. "Avaliação de desempenho: Avaliador vs. avaliado: Que diferenças?" Master's thesis, Instituto Superior de Psicologia Aplicada, 2006. http://hdl.handle.net/10400.12/820.
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Dissertação de Mestrado em Comportamento OrganizacionalEste estudo teve como objectivo compreender em que medida o papel desempenhado por um indivíduo num processo de avaliação de desempenho e o facto de ter tido ou não formação nesse sistema, interagem na percepção das três vertentes da justiça organizacional {distributiva, procedimental e interaccional) e consequentemente na satisfação com esse mesmo sistema. O estudo foi conduzido numa organização multinacional de serviços em Portugal, tendo sido utilizado um grupo de 256 indivíduos, aos quais foi solicitada a opinião através do preenchimento de um questionário estruturado, disponibilizado através de um site criado exclusivamente para o efeito, ao qual responderam 127 colaboradores. As questões colocadas visaram conhecer o posicionamento dos participantes face às suas percepções das diferentes vertentes da justiça organizacional e satisfação com o sistema de avaliação existente. Os resultados das análises efectuadas indicam não existir uma diferença intrínseca entre o nível de satisfação e o papel desempenhado no sistema de avaliação de desempenho, o mesmo se passando em relação à variável formação. A fonte de (in)satisfação com o sistema de avaliação de desempenho não é atribuída de igual modo a todos os aspectos da justiça organizacional. No que respeita à justiça organizacional a faceta procedimental assumiu um papel de relevo, ao passo que a interaccional não influi significativamente na satisfação com a avaliação de desempenho. Apesar das limitações encontradas, pode-se considerar, que em geral, os objectivos delineados numa fase precursora do estudo foram parcial ou totalmente atingidos.
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Erasmus, Petrus Daniel. "Evaluating value based financial performance measures." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/1407.
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Thesis (PhD (Economics))--University of Stellenbosch, 2008.The primary financial objective of a firm is the maximisation of its shareholders’ value. A problem faced by the shareholders of a firm is that it is difficult to determine the effect of management decisions on the future share returns of the firm. Furthermore, it may be necessary to implement certain monitoring costs to ensure that management is focused on achieving this objective. A firm would, therefore, benefit from being able to identify those financial performance measures that are able to link the financial performance of the firm to its share returns. Implementing such a financial performance measure in the valuation and reward systems of a firm should ensure that management is aligned with the objective of shareholder value maximisation, and rewarded for achieving it. A large number of traditional financial performance measures have been developed. These measures are often criticised for excluding a firm’s cost of capital, and are considered inappropriate to be used when evaluating value creation. Furthermore, it is argued that these measures are based on accounting information, which could be distorted by Generally Accepted Accounting Practice (GAAP). Studies investigating the relationship between these measures and share returns also provide conflicting results. As a result of the perceived limitations of traditional measures, value based financial performance measures were developed. The major difference between the traditional and value based measures is that the value based measures include a firm’s cost of capital in their calculation. They also attempt to remove some of the accounting distortions resulting from GAAP. Proponents of the value based measures present these measures as a major improvement over the traditional financial performance measures and report high levels of correlation between the measures and share returns. A number of studies containing contradictory results have been published. On the basis of these conflicting results it is not clear whether the value based measures are able to outperform the traditional financial performance measures in explaining share returns. The primary objectives of this study are thus to: • Determine the relationship between the traditional measures earnings before extraordinary items (EBEI) and cash from operations (CFO), and shareholder value creation; • Investigate the value based measures residual income (RI), economic value added (EVA), cash value added (CVA) and cash flow return on investments (CFROI), and to determine their relationship with the creation of shareholder value; • Evaluate the incremental information content of the value based measures above the traditional measures. The information content of the traditional measures and the value based measures are evaluated by employing an approach developed by Biddle, Bowen and Wallace (1997). The first phase of this approach entails the evaluation of the relative information content of the various measures in order to determine which measure explains the largest portion of a firm’s market-adjusted share returns. The second phase consists of an evaluation of the incremental information content of the components of a measure in order to determine whether the inclusion of an additional component contributes statistically significant additional information beyond that contained in the other components. The study is conducted for South African industrial firms listed on the Johannesburg Securities Exchange for the period 1991 to 2005. The data required to calculate the measures investigated in the study are obtained from the McGregor BFA database. This database contains annual standardised financial statements for listed and delisted South African firms. It also contains EVA, cost of capital and invested capital amounts for those firms listed at the end of the research period. Including only these listed firms in the research sample would expose the study to a survivorship bias. Hence these values are estimated for those firms that delisted during the period under review by employing a similar approach to the one used in the database. The resulting sample consists of 364 firms providing 3181 complete observations. Since different information is required to calculate the various measures included in the study, different samples are compiled from this initial sample and included in the tests conducted to evaluate the information content of the measures. The results of this study indicate that the value based measures are not able to outperform EBEI in the majority of the relative information content tests. Furthermore, the measures EVA, CVA and CFROI are also not able to outperform the relatively simple value based measure RI. The results from the incremental information content tests indicate that although some of the components of the value based measures provide statistically significant incremental information content, the level of significance for these relatively complex adjustments is generally low. Based on these results, the claims made by the proponents of the value based measures cannot be supported. Furthermore, if a firm intends to incorporate its cost of capital in its financial performance measures, the measure RI provides most of the benefits contained in the other more complex value based measures.
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Mazer, Cherie. "An Evaluation of the Iowa State University Ecosystem." Doctoral diss., University of Central Florida, 2014. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/6319.
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Purpose – This dissertation in practice is an evaluation study conducted at Iowa State University, entitled, Learning Ecosystem Assessment Review of Needs (LEARN). The evaluation posed these questions: (a) What educational technologies are currently used and what technologies will be needed in the future? (b) What are the attitudes and practices of faculty and students toward online and blended learning? (c) What academic technology support services are used? What are the perceptions of the support provided for the application of academic technologies?
Methodology/design – The study was a mixed-methods design employing interviews with deans and focus groups and surveys of faculty and students.
Findings – Iowa State University faculty and students use a wide array of academic technologies both in physical and virtual classrooms. The prevailing sentiment regarding the need for future academic technologies is not for new offerings and new features but for easier to use, more reliable technologies, and more timely support. Although Iowa State University has formally adopted online learning by offering numerous programs and courses, the university is in the early stages of adopting blended learning.
Implications – The results and implications of the study inform the university on next steps to ready the institution for leveraging technology and preparing for the transformation toward strategic adoption of online and blended learning. The author outlines an organizational learning approach to manage change and promote adoption of blended learning.Ed.D.
Doctorate
Education and Human Performance
Education
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Pollanen, Raili M. "Budgetary criteria in performance evaluation and organizational effectiveness in the public sector : an empirical investigation in Ontario colleges and universities." Thesis, Lancaster University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337554.
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RAPTOPOULOS, MARIA MADALENA SANTOS CONSTANTIN. "BRAZILIAN SOCIAL ORGANIZATIONS PERFORMANCE EVALUATION ACCORDING TO THE BEST INTERNATIONAL PRACTICES." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2017. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=33113@1.
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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIROCOORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR
CONSELHO NACIONAL DE DESENVOLVIMENTO CIENTÍFICO E TECNOLÓGICO
PROGRAMA DE SUPORTE À PÓS-GRADUAÇÃO DE INSTS. DE ENSINO
Organizações Sociais demonstram os resultados gerados aos diversos beneficiários por meio da mensuração de seus desempenhos com base nos objetivos, metas e indicadores pactuados com seus órgãos supervisores. Portanto, a adoção de melhores práticas de mensuração de desempenho é importante para assegurar a aderência às normas legais e regulamentares e embasar a tomada de decisão na aprovação de suas prestações de contas anuais, a fim de manterem suas qualificações e se legitimarem para o recebimento de novos investimentos e financiamentos. Por isso, o objetivo desta pesquisa é demonstrar se as formas de mensuração de desempenho utilizadas pelas Organizações Sociais vinculadas ao Ministério da Educação aderem às melhores práticas internacionais. Desta forma, esse trabalho apresenta contribuições ao estabelecer um referencial teórico para mensuração de desempenho e compará-lo com as metodologias aplicadas nacionalmente, por meio da realização de uma pesquisa exploratória qualitativa com base no estudo de casos múltiplos. Os resultados obtidos demonstraram que as práticas de avaliação de desempenho adotadas pelas instituições analisadas não se aderem ao benchmarking internacional. Adicionalmente, essa pesquisa aponta caminhos para evolução da metodologia atualmente adotada e traz à tona outras fragilidades relacionadas à transparência, ao controle e à fiscalização por parte do Ministério supervisor.
Social Organizations demonstrate the results generated to the various beneficiaries by measuring their performances based on the objectives, goals and indicators agreed with their supervisory bodies. Therefore, the adoption of best performance evaluation practices is important to ensure adherence to legal and regulatory standards and to support decision making in approving their annual accounts in order to maintain their qualifications and legitimize themselves for the receipt of new investments and financing. Therefore, the objective of this research is to demonstrate if the forms of performance measurement used by the Social Organizations linked to the MEC adhere to the best international practices. In this way, this work presents contributions by establishing a theoretical reference for performance measurement and comparing it with the nationally applied methodologies, by conducting a qualitative exploratory research based on multiple case studies. The results showed that the performance evaluation practices adopted by the analyzed institutions do not adhere to international benchmarking. Additionally, this research points out ways to evolve the methodology currently adopted and brings up other fragilities related to transparency, control and supervision by the supervising Ministry.
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Slone, Amanda Ruth. "The Impact of Receiver Sex on Feedback Message Choice by Supervisors and the Influence on Employees' Attitudes and Behaviors." UKnowledge, 2016. http://uknowledge.uky.edu/comm_etds/51.
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The present study investigated the influence of receiver sex on supervisor’s feedback message choice, and the influence of the interaction between receiver sex and feedback message type on employees’ subsequent behaviors and attitudes. Participants (N = 45) included a representative sample from a reputable organization in the southeastern United States. Both quantitative and qualitative data were collected using a survey methodology. This mixed-methods approach revealed that while participants in this study rated the overall atmosphere of the performance evaluation as positive and informal, the interaction between receiver sex and feedback message type did have a statistically significant influence on their perceived utility of the feedback message, retention of the feedback message, and motivation to implement the feedback. In addition, women in this sample reported receiving significantly different types of feedback than did men. Therefore, supervisors should ensure that both men and women receive more task performance related feedback messages in order to increase employees’ perceived utility of the feedback message, retention of the feedback message, and motivation to implement the feedback.
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Cheng, Siu Pang Philip Carleton University Dissertation Computer Science. "Performance evaluation of a heirarchical task queue organization for multiprocessor systems." Ottawa, 1992.
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Kahle-Piasecki, Lisa M. "Mentoring: What Organizations Need to Know to Improve Performance in the 21st Century Workplace." University of Toledo / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1309168391.
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Levy, Paul E. "The effects of feedback sign, attributional discrepancy, and performance discrepancy on reactions to feedback." Diss., Virginia Polytechnic Institute and State University, 1989. http://hdl.handle.net/10919/54232.
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The present investigation examined the effects of three factors - feedback sign, performance discrepancy, and attributional discrepancy - on reactions to feedback as measured by three groups of dependent variables (reactions against the feedback itself, reactions against the feedback source, and reactions against the feedback system). Hypothesis 1 was supported in that feedback sign affected feedback reactions as predicted. Hypotheses 2 and 3 were not supported as feedback sign did not interact in the expected manner with performance discrepancy or attributional discrepancy. However, performance discrepancy and attributional discrepancy were identified as important determinants of feedback reactions as well. The results of this study are discussed with respect to control theory and implications for organizational settings. Suggestions are made regarding the direction of future research.Ph. D.
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Altez, Salazar Enzo Eduardo, and Castañeda Lucia Edith Arias. "Clima Organizacional y su impacto en el desempeño laboral de los colaboradores en la mediana y gran empresa de venta al por menor de calzado y prendas de vestir del Emporio Comercial de Gamarra, año 2018." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2019. http://hdl.handle.net/10757/625954.
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Esta investigación titulada “Clima organizacional y su impacto en el desempeño laboral de los colaboradores en la mediana y gran empresa de venta al por menor de calzado y prendas de vestir del Emporio Comercial de Gamarra, año 2018” tiene como objetivo principal analizar el impacto que tiene el clima organizacional en el desempeño laboral. Actualmente, las empresas están implementando herramientas para la medición del clima organizacional con la finalidad de identificar los factores que generen un adecuado ambiente laboral. El trabajo se divide en cinco capítulos:
Capítulo I Marco teórico, en donde se explicarán los conceptos básicos, tales como: Clima organizacional y sus dimensiones según Litwin y Stringer (1968); desempeño laboral y sus dimensiones según Alles (2011); y el sector investigado. Capítulo II Plan de investigación, se formula la problemática de la investigación, hipótesis y objetivos. Capítulo III Metodología de investigación, en donde se detallan los tipos de investigación e instrumentos a utilizar para una población muestral de 71 colaboradores en 7 empresas. Capítulo IV Desarrollo de la investigación, donde se analizó la información cualitativa y cuantitativa. Capítulo V Análisis de resultados, se realizó el análisis de los instrumentos, concluyendo con la validación de la hipótesis general y específicas en base a los resultados obtenidos en las tablas cruzadas, CHI cuadrado y análisis de correlación. Finalmente, se detallan las conclusiones y recomendaciones para todos aquellos que deseen analizar el impacto del clima organizacional en el desempeño laboral dentro de cualquier industria.Chapter I Theoretical framework, where the basic concepts will be explained, such as: Organizational climate and its dimensions according to Litwin and Stringer (1968); The work performance and its dimensions according to Alles (2011); and the researched sector. Chapter II Research plan, the problematic formula of the research, hypothesis and objectives. Chapter III Research methodology, which details the types of research and the instruments that will be used for a sample population of 71 employees in 7 companies. Chapter IV Development of research, where qualitative and quantitative information is analyzed. Chapter V Analysis of results, the analysis of the instruments was carried out, Conclusion with the validation of the general and specific hypothesis based on the results in the crossed tables, the square CHI and the correlation analysis. Finally, see the conclusions and recommendations for all those who wish to analyze the impact of the organizational climate on job performance within any industry.
Tesis
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Tshefu, Siyabulela. "Assessing monitoring and evaluation as the control measure to enhance organisational performance with the reference to the Eastern Cape provincial treasury." Thesis, Nelson Mandela University, 2017. http://hdl.handle.net/10948/21373.
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The growing demand for governments and organisations to demonstrate principles of accountability, transparency and participatory decision making, which are the cornerstones of good governance, has fostered renewed efforts to transform the public service to ultimately produce tangible results and meet the needs of the beneficiaries of service delivery. Effective performance management practised across the entire organization in an integrated, iterative and sustained way that can help public service organizations overcome the challenges and deliver more with less. This study focuses on the assessment of monitoring and evaluation as the control measure to enhance organisational performance with the reference to the Eastern Cape Provincial Treasury and assess critical role in supporting performance management and also provides methodological options to support performance management. Monitoring and Evaluation (M&E) are management activities that are necessary to ensure the achievement of policy goals in the form of concrete results. The study revealed that the current M and E system is not effective in that there are no clearly defined standards of what a quarterly progress report entail, especially the portfolio of evidence and because the main problem stems from the definition of what constitutes departmental performance. In determining what needs to be done, the effectiveness suffers since we opt for mainly indicators that are “safe”, that the department are sure they can achieve and not necessarily those that will enhance organizational performance. The study revealed that each programme manager should monitor and evaluate his/her processes on a continuous basis without having to wait for M&E unit. M&E unit will then provide an objective evaluation of the process already in place and constant engagement between M&E unit and line management, feedback sessions between staff and M&E unit are essential about the achievement of targets as outlined in the APP and Operational Plan. The study further revealed that there should be continuous meetings to discuss how directorates should sufficiently report on their quarterly targets to avoid inadequate reported information and the department must go step by step in performing activities towards achieving a set vision and on way to the vision, not forgetting to take away risks that may take us to another direction that was not intended as per our vision. The study thus recommends that, inter alia, the department must introduce strong mechanisms to deal with non-implementation of corrective measures regarding under performance and the poor quality of information provided in performance reports related to the performance indicators in the Annual Performance Plans.The introduction of an early warning sign system to warn all programmes when the performance of their planned indicators are not be achieved. The Top Management should continue to use the performance management information as the tool to improve the organisational performance by linking and aligning individual, team and organisational objectives and results, it also provides a means to recognise and reward good performance and to manage under-performance. However the Top Management should be able to conduct in-depth analysis into underperformance to detect whether the underperformance is related to the bad crafting of the indicators or if it relates to the work not done. The department should invest money on training of officials in M&E because it plays a critical role supporting performance management at various levels, in that it contributes to a thinking that is results oriented and also provides methodological options to support performance management. This means that all officials must be capacitated to manage M&E systems in the department that will ensure the production of accurate, objective and reliable information. The M&E unit in the department must facilitate such skills development and provide reasonable technical support where required. The training could be designed to instill a deeper understanding and knowledge of the concepts of M&E and their correct application in order to avoid misunderstandings and misinterpretations which could hinder the achievement of the desired results.