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Journal articles on the topic 'IT Performance Management'

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

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1

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

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2

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

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3

Dr. C. Swarnalatha, Dr C. Swarnalatha, and T. S. Prasanna T. S. Prasanna. "Performance Management and Employee Engagement." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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4

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

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5

Pandey, Manoj, and Rajesh Kr Dubey. "Performance Measures in Supply Chain Management." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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6

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

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7

Schmidle, Timothy P. "Performance Management." Public Performance & Management Review 35, no. 2 (December 1, 2011): 370–89. http://dx.doi.org/10.2753/pmr1530-9576350206.

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8

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

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9

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

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10

Stark, R. "Performance management." Information Professional 4, no. 4 (August 1, 2007): 32–33. http://dx.doi.org/10.1049/inp:20070416.

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11

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

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12

Evans, A. "Performance management." Postgraduate Medical Journal 72, no. 852 (October 1, 1996): 639. http://dx.doi.org/10.1136/pgmj.72.852.639.

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13

Rausch, Peter. "Performance Management." Informatik-Spektrum 34, no. 3 (April 27, 2011): 304–8. http://dx.doi.org/10.1007/s00287-011-0537-8.

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14

Saxena, Aseem. "Human Resource Management Practices on Teachers Performance." Journal of Advances and Scholarly Researches in Allied Education 15, no. 4 (June 1, 2018): 17–20. http://dx.doi.org/10.29070/15/57126.

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15

Kumar, Nikhil. "Advantage of on-Line Performance Management System." Global Journal For Research Analysis 3, no. 5 (June 15, 2012): 73–74. http://dx.doi.org/10.15373/22778160/may2014/27.

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16

Mohamad Khan, Wahidah Shah, Hamimah Adnan, Ahmad Shazrin Mohamed Azmi, and Abdul Hadi Nawawi Muhammad Redza Rosman. "Risk Management and Corporate Real Estate Performance." Paripex - Indian Journal Of Research 3, no. 3 (January 15, 2012): 1–6. http://dx.doi.org/10.15373/22501991/mar2014/1.

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17

Kumar, Rajeev. "Performance Measurement in Dairy Supply Chain Management." Paripex - Indian Journal Of Research 3, no. 3 (January 15, 2012): 100–101. http://dx.doi.org/10.15373/22501991/mar2014/34.

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18

Maślanka-Wieczorek, Beata. "Talent management and high performance work system." JOURNAL OF INTERNATIONAL STUDIES 7, no. 1 (May 20, 2014): 102–8. http://dx.doi.org/10.14254/2071-8330.2014/7-1/9.

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19

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

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20

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

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21

Samoilenko, Viktoriia. "The methodological approaches to the staff performance management." Economics of Development 18, no. 2 (July 15, 2019): 1–9. http://dx.doi.org/10.21511/ed.18(2).2019.01.

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The main theoretical approaches to the definition of the “personnel effectiveness” content are considered. To this end, a comparative analysis of the essential features of the concept by different scientists was carried out, the main common and distinctive features in the given definitions are described. In order to determine the role of the effective use of personnel in the enterprise management system, a statistical and correlation-regression analysis was performed based on the State Statistics Service of Ukraine data. The main components of the system for managing the staff performance are revealed, in particular, its purpose, object and both objective and subjective composition are substantiated. Based on the use of the system approach, the main directions of the formation of a system for managing the efficiency of personnel use are formulated. The scientific novelty of this research is in systematizing approaches to determining the meaning of the effectiveness of the use of enterprise personnel. The main elements and stages of the formation of a system for managing the efficiency of personnel use are specified. The practical significance of the article stems from the possibility of using the results of empirical research in further scientific developments from the outlined issues. The peculiarities of the dynamics of indicators of labor productivity, profitability of labor costs for enterprises in the Ukrainian economy are analyzed. The construction of a regression model, which expresses the dependence of added value on the indicators of the efficiency of personnel use, made it possible to reveal the importance of the formation of a personnel management system in the process of development of both individual enterprises and economic growth of the Ukrainian economy as a whole.
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22

Boyle, Ian O'. "Individual Performance Management: A Review of Current Practices." Asia Pacific Management and Business Application 1, no. 3 (April 30, 2013): 157–70. http://dx.doi.org/10.21776/ub.apmba.2012.001.03.1.

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23

Boyle, Ian O'. "Individual Performance Management: A Review of Current Practices." Asia Pacific Management and Business Application 1, no. 3 (April 30, 2013): 157–70. http://dx.doi.org/10.21776/ub.apmba.2013.001.03.1.

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24

MyoHtike, Zin. "IMPACT THE MANAGEMENT IMPLEMENTATION LEVELS ON SME. PERFORMANCE." International Journal of Psychosocial Rehabilitation 24, no. 04 (February 29, 2020): 1533–42. http://dx.doi.org/10.37200/ijpr/v24i4/pr201121.

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25

Najib, Mehdi, Abdelaziz El Fazziki, and Jaouad Boukachour. "Risk management impact assessement: maritme container terminal performance." International Journal of Academic Research 6, no. 1 (January 30, 2014): 239–49. http://dx.doi.org/10.7813/2075-4124.2014/6-1/a.31.

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26

Thangavelu, Anbarasu, and Dr J. Clement Sudhahar. "Performance Management Challenges in IT Industry – An Overview." Global Journal For Research Analysis 3, no. 2 (June 15, 2012): 98–100. http://dx.doi.org/10.15373/22778160/february2014/33.

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27

Rylková, Žaneta, and Monika Chobotová. "STRATEGIC MANAGEMENT AND PERFORMANCE DRIVERS." Acta academica karviniensia 14, no. 3 (September 30, 2014): 174–85. http://dx.doi.org/10.25142/aak.2014.058.

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28

Van Dooren, Wouter. "Better Performance Management." Public Performance & Management Review 34, no. 3 (March 1, 2011): 420–33. http://dx.doi.org/10.2753/pmr1530-9576340305.

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29

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

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30

Brunnert, Andreas, Christian Vögele, Alexandru Danciu, Matthias Pfaff, Manuel Mayer, and Helmut Krcmar. "Performance Management Work." Business & Information Systems Engineering 6, no. 3 (April 11, 2014): 177–79. http://dx.doi.org/10.1007/s12599-014-0323-7.

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31

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

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32

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

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33

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

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The presented article is based on research evaluating the impact of cluster organisations on the financial performance of member entities. The author’s doctoral thesis examines whether there is a difference in the financial performance of cluster organisations created through the bottom-up and the top-down approaches, under the conditions existing in the Czech Republic. Both types of clusters that meet the condition of maturity (established before or in 2012) and of a high degree of activity were selected for the research. The financial performance of member business entities was assessed using the following indicators: ROA, ROE, ROS, EVA, EVA/employee and EVA/sales. The aim of the research was to demonstrate whether public support for clusters would be reflected in member entities’ better financial performance. The final part of the paper then summarises and discusses the findings.
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34

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

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35

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

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36

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

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37

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

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38

Boyde, T. R. C. "Medical performance management." JRSM 97, no. 4 (March 31, 2004): 204–5. http://dx.doi.org/10.1258/jrsm.97.4.204.

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39

Gowdy, Elizabeth A., Charles A. Rapp, and John Poertner. "Management Is Performance:." Administration in Social Work 17, no. 1 (June 18, 1993): 3–22. http://dx.doi.org/10.1300/j147v17n01_02.

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40

Srinivas, Srikanth. "EFFECTIVE PERFORMANCE MANAGEMENT." Journal of Business Logistics 30, no. 2 (September 2009): 85–100. http://dx.doi.org/10.1002/j.2158-1592.2009.tb00113.x.

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41

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

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42

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

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43

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

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44

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

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45

Brunnert, Andreas, Christian Vögele, Alexandru Danciu, Matthias Pfaff, Manuel Mayer, and Helmut Krcmar. "Performance Management Work." WIRTSCHAFTSINFORMATIK 56, no. 3 (April 11, 2014): 197–99. http://dx.doi.org/10.1007/s11576-014-0414-6.

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46

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

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47

McGill, Ronald. "Urban management performance." Cities 12, no. 5 (October 1995): 337–51. http://dx.doi.org/10.1016/0264-2751(95)00070-3.

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48

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

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49

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

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The purpose of this study is to develop a model for evaluating and improving performance in organizations. The design of research is based on Pulakos' performance management process model and follows the mixed methods research approach. The findings of the study reveal factors leading to challenges with performance management systems (PMS) in firms based on Pulakos' performance management process model. The study then provides recommendations for factors that can be used to address challenges with performance management systems in firms. The recommendations made are consistent with the general propositions among leading researchers in this field that effective performance management systems should be simplified, aligned with organizational goals and culture, tailored to the employees and should have strong leadership. The study also generated an integrated process model that can be used as a simplified guide for designing new PM systems, modeling and improving existing PM systems, reviewing and testing PM systems for efficiency, etc.
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50

Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (June 11, 2021): 1–12. http://dx.doi.org/10.14738/abr.96.10267.

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Performance appraisals have traditionally been conducted annually or semi-annually. Recently, many companies are transitioning to ongoing feedback and coaching, either in addition to periodic appraisals, or lieu of them. There have also been calls for completely reinventing performance management systems, as the result of an abundance of research that indicates performance processes are over-engineered and time-consuming, and they tend to demotivate employees while hindering candid and honest conversations. This paper examines the common problems with attribution error and rater bias in traditional performance appraisal systems. Five mini-case studies are then presented by exploring how five large companies (Netflix, Adobe, Deloitte, IBM, GE), have reinvented the way in which performance management is implemented. The paper examines why these companies moved away from traditional performance appraisal and what processes replaced it. The paper also identifies emerging trends that will impact the future of performance management and offers suggestions for the road ahead.
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