Academic literature on the topic 'Performance Management; Employees' Performance'

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Journal articles on the topic "Performance Management; Employees' Performance"

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Maliki, Oshorenua Taiye, and Oluseun Ayodele Bankole. "Influence of Labor Management Relationship on Employee's Performance." Journal of Economics, Finance and Management Studies 04, no. 12 (2021): 2557–65. https://doi.org/10.47191/jefms/v4-i12-18.

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This article theoretically examined the effect of employment relations on employees in multinational corporations with a special focus on Dangote Cement. The article observed that labour-management relations also known as industrial relations play an imperative role in improving and sustaining employees' performance. It serves as the nerves of industrial harmony. The target population of this study, which is finite (being defined), is the total number of Dangote Cement Plant in Ibese, Ogun State, Nigeria. The population comprises staff whose population is two hundred and sixty (260). The use of a questionnaire was adopted to elicit information from the cross-section of the selected population. The correlation coefficient value ranges from 0 – 1 and has an acceptable value of 0.88, which indicates higher reliability of the measurement instrument and low error variance, implying that the instrument is reliable. While the analysis was done using regression analysis. The findings revealed that there is a significant influence of employee’s participation, trade union, and industrial harmony on employee performance. Organizations should encourage mutual relationships among employees, as well as provide conducive working conditions/ environment for employees, like organizational learning, effective communication among employees, which will enhance their productivity and employee's performance.
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Farin, Ponfa Matthew, Wisdom AK Akwari, Eyamba Edem Ededem, and Bassey William William. "Performance Appraisal and Organizational Performance." IIARD International Journal of Economics and Business Management 9, no. 1 (2023): 100–105. http://dx.doi.org/10.56201/ijebm.v9.no1.2023.pg100.105.

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The study examined performance appraisal and organizational performance. A study of Larfage and Niger Mills in Cross River State. The specific objectives were to: examine the relationship between management by objective and employees service quality, determine the relationship between judgmental evaluation and employee commitment, and to investigate the relationship between performance evaluation and employees output. Survey research design was employed in this study. Data for this study were gathered from primary sources and through the use of structured questionnaire from respondents of the selected company in Cross River State. The study employed Pearson Product Moment Correlation analysis to measure the relationship between variables tested in the study. Based on the analysis, the major findings revealed thus: there was a significant relationship between management by objective and employees service quality, there was a significant relationship between judgmental evaluation and employee commitment, there was a significant relationship between performance evaluation and employees output. In line with the findings of this study, the study recommended that managers should act to implement and achieve their desired plans, which will help achieve those of the organization. Also, recommended that rewards should be given to employees on the basis of how close they come to meeting their goals. Employees and management should work together to set goals with the determination of helping employees to achieve continuous development through a continuing process of goal setting, feedback and correction
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Hibah Yuliana Khamila, Fithiyatul Husnah, and Mochammad Isa Anshori. "Agile Performance Management." Sammajiva: Jurnal Penelitian Bisnis dan Manajemen 1, no. 4 (2023): 01–23. http://dx.doi.org/10.47861/sammajiva.v1i4.503.

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In order to improve employee performance, intervention on motivation is highly recommended. Apart from increasing the motivation of its employees, companies also need to direct their employees to have an agile performance management system. By implementing agile performance management, employees will be able to achieve the company's vision and mission, meet growing business needs and drive the company's progress. In working on this article the author used the library research method (Literaty Research), namely research activities carried out by collecting information and data with the help of various materials in the library or sources from the internet related to the problem to be solved. The data obtained comes from qualitative methods which emphasize analysis and descriptiveness with presentation not in the form of numbers.
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Awan, Sajid Hussain, Nazia Habib, Chaudhry Shoaib Akhtar, and Shaheryar Naveed. "Effectiveness of Performance Management System for Employee Performance Through Engagement." SAGE Open 10, no. 4 (2020): 215824402096938. http://dx.doi.org/10.1177/2158244020969383.

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This article seeks to explore the effectiveness of a comprehensive performance management system in terms of employee performance. Besides, the mediating effect of work engagement was also examined. The performance management system effectiveness (PMSE) was determined by the extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285 employees was selected from various branches of private banks located across Pakistan. A structured questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the Pakistani context. The results indicated a significant impact of PMSE and work engagement on task and contextual performance of employees. Also, complementary mediation of employee work engagement in the relationship between PMSE and employee performance (in terms of task and contextual performances) was also supported. The findings of the research are helpful for the development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that a comprehensive PMSE model including the perception of fairness as a mandatory part, may be introduced for employees’ enhanced work engagement and task/contextual performance. The mediating relationship of work engagement has established the process of PMSE for the task and contextual performances of employees, which is a valuable contribution of the study.
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Chahar, Bhawna. "Performance Appraisal Systems and Their Impact on Employee Performance." Information Resources Management Journal 33, no. 4 (2020): 17–32. http://dx.doi.org/10.4018/irmj.2020100102.

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The purpose of this study was to understand the relationship between employee performance appraisal systems, employee motivation, and employee job performance. A cross-sectional survey of 393 employees of an Indian service organization showed that the performance appraisal system has a direct impact on employee job performance, and that this impact is moderated by the employee's motivation. Respondents were asked about 36 appraisal system, performance, and motivation attributes. Implications of the findings for the future research directions and practice are discussed.
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Smt., N.P. Reetha. "FUTURE TRENDS IN PERFORMANCE MANAGEMENT SYSTEM." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 325–30. https://doi.org/10.5281/zenodo.3228008.

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<em>Almost every company has a performance management system or conducts performance reviews with employees. However there is little research that demonstrates the performance management system is effective at modifying performance, especially in knowledge workers. Performance management&nbsp;system is the systematic approach to measure the </em><em>performance of employees</em><em>. It is a process through&nbsp;which the organization aligns their mission, goals and objectives with available resources (e.g. Manpower, material etc), systems and set the priorities.&nbsp; The execution administration framework is a constant procedure of characterizing and conveying the activity parts and duties, execution desires, goals and set their needs between boss (administrator) and subordinates (workers). It incorporates association, office and representative shared objective and targets which are lined up with frameworks and assets. It is the channel of providing clarity about goals and also to improve the business processes&nbsp;through various methods and mechanism.&nbsp; The competency, skills and knowledge gaps are also identified through this process which can be improved&nbsp;by providing guidance, trainings, coaching and mentoring to employees or teams at different levels and designations. It optimizes the results through a proper&nbsp;channel and process which reduces the conflicts and&nbsp;</em><em>grievances among teams or employees</em><em>. Because each individual is clear about the expectations&nbsp;from his/ her role and put their efforts to meet performance standards.</em>
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Ahmad, Tahir, Faiza Farrukh, and Sana Nazir. "Capacity building boost employees performance." Industrial and Commercial Training 47, no. 2 (2015): 61–66. http://dx.doi.org/10.1108/ict-05-2014-0036.

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Purpose – The purpose of this paper is to conduct to investigate the factors that enhance employee's performance at workplace. To observe intrinsic feature capacity building and extrinsic features such as supervisory support and organizational support for career development (OSCD) role in employee's productivity. Design/methodology/approach – Quantitative research approach was used; middle level employees of banking industry were selected for analyzing this concept. Reliability and validly of 45 items were ensured and SPSS version 20 was used for model testing by multiple regression analysis technique. Findings – Research outcomes depict that supervisory support and OSCD development does not impact significantly on employees performance of banking sector, whereas capacity building of an individual employee leads to enhance his/her performance. Research limitations/implications – Capacity building of employee's leads to enhance performance as justified by this research, however, cannot be achieved without providing support for career development to their employees. Therefore, impact of organizational support on capacity building of employee's may be interest corner for researchers. Originality/value – Observed capacity building positive has impact on employee's performance along with the external factors with statistically significant measures.
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Jasim, Haider Mohammed. "IMPROVING INDUSTRIAL PROJECT MANAGEMENT AND EMPLOYEE PERFORMANCE THROUGH MANAGEMENT BY OBJECTIVES." American Journal of Interdisciplinary Innovations and Research 6, no. 10 (2024): 55–61. http://dx.doi.org/10.37547/tajiir/volume06issue10-06.

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The research aims to clarify the concept of management by objectives and its role in improving project management by improving employee performance. It also explains the importance of management by objectives and clarifies the concept of project management, its importance, and the factors that help improve it. It also describes the concept of employee performance and the factors that help improve and develop performance. In order to test the research hypothesis, the statistical analysis program (SPSS) was used. The research sample was a group of Iraqi companies, and the research sample was 199. After conducting the statistical analysis, it appeared that management by objectives plays a significant and positive role in improving project management by developing project management factors (human resources, costs, time). It also improves employee performance by developing (commitment, efficiency, and time). This requires the company's management to take serious steps to develop a strategy based on several organizational objectives that help increase the productive efficiency of employees. In addition, the company should use a performance evaluation system for employees in order to correct errors and address future problems.
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Kagaari, James, John C. Munene, and Joseph Mpeera Ntayi. "Performance management practices, employee attitudes and managed performance." International Journal of Educational Management 24, no. 6 (2010): 507–30. http://dx.doi.org/10.1108/09513541011067683.

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PurposeThe purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.Design/methodology/approachUsing a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.FindingsThe paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.Research limitations/implicationsThis was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.Practical implicationsThe paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.Originality/valueThe paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.
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Jothi, Dr G., and G. Dharma Vignesh. "JOB STRESS AND PERFORMANCE AMONG THE EMPLOYEES IN TEXTILE INDUSTRY." International Journal of Research in Commerce and Management Studies 06, no. 04 (2024): 41–47. http://dx.doi.org/10.38193/ijrcms.2024.6404.

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Stress causes an adverse reaction, disrupting employees' work-life balance. Employers in the textile industry are raising awareness about stress management through various initiatives. The study aimed to find out the impact of job stress on the performance of textile employees in Tirupur District. 100 sample size were chosen by convenience sampling method. Questionnaire method was adopted to collect the data from the sample textile employees. The study revealed that stress management programs are expected to become an essential component of employee management processes in the coming years. Employers must assess workplace risks under health and safety legislation. Employers are responsible for implementing practical risk-reduction measures in the workplace. The risk assessment in the workplace determines whether existing control measures prevent harm to employee health. The management standard approach to stress management reduces work-related stress.
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Dissertations / Theses on the topic "Performance Management; Employees' Performance"

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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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Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.

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The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
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Sommers, Carol A. "Designing a performance evaluation system how common is a good performance evaluation model? /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1995. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1995.<br>Source: Masters Abstracts International, Volume: 45-06, page: 2962. Abstract precedes thesis as preliminary leaves [1-2]. Typescript. Includes bibliographical references (leaves 75-79).
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Hambuda, Fillemon Nangolo. "Job satisfaction and job performance during the implementation of a performance management system : the case of a Namibian municipality." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2661.

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Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2017.<br>The primary objective of the current study was to conduct a survey on the job satisfaction of line managers in the City of Windhoek (CoW) Municipality. The identifying of such variables could empower the CoW Municipality to develop programmes and policies that are designed to improve their job satisfaction levels. The literature review confirmed the impact of motivation on the job satisfaction of employees, and, in turn, its impact on employee productivity, and, ultimately, on organisational performance. The level of job satisfaction experienced by an individual describes how content he or she is with his or her job. The purpose of this study was to measure the job satisfaction facets (supervision, relationship with co-workers, present pay notch, nature of work, and opportunities for promotion) among line managers in the CoW, and how such facets affected their overall job satisfaction. The non-probability sampling technique was adopted to collect data from 102 respondents from nine different departments by means of a structured questionnaire, resulting in a response rate of (N = 76), 75%. The study was, however, limited to the line managers in the CoW Municipality. Following on which the Cronbach’s alpha coefficient was used to determine the internal consistency or average correlation of items in the survey instrument. The Spearman’s rank correlation coefficient (Spearman’s rho) analysis was used to analyse the data with the aid of the Statistical Package for the Social Sciences (SPSS), version 16. In addition, the independent-samples t-test and the analysis of variance (ANOVA) were employed to empirically test the relationships between the employees’ job satisfaction and their gender and age. The findings showed a significant linear relationship between the existing levels of job satisfaction and job performance. Furthermore, the findings suggested that the employees were significantly satisfied with certain aspects of their jobs (the nature of the work, and their salary, supervision and co-workers), but not with the one aspect of their job (opportunity for promotion). They were, however, significantly satisfied with their jobs in general, with there being no significant difference between the male and female employees’ levels of job satisfaction. The analysis showed that promotion has a modest and positive effect on job satisfaction. The study concluded that the line managers were, in general, satisfied with their jobs. Thus, the results cannot be generalised to other departments and Local Authorities. The study needs to be replicated in other departments and Local Authorities, using the same method.
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Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.

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Maloba, Makgoni Annah. "The perception of employees on performance management system in the Mpumalanga Provincial Department of Culture Sport and Recreation." Thesis, University of Limpopo (Turfloop Campus), 2012. http://hdl.handle.net/10386/998.

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Thesis (MPA) --University of Limpopo, 2012<br>While performance management is a widely used system in many countries, in South Africa the Public Service Regulations (2001) is a base for a Performance Management and Development System in the public service. The Public Service Regulation (2001) gives effect to performance management systems for purposes of managing performance of individual employees, framework for performance assessment, the outcome and communication of assessment results, and managing unsatisfactory performance, as well as providing a framework on incentives for good performance. Each province is therefore, required to adapt the Performance Management System to its environment to ensure the implementation of the provisions of the Public Service Regulation, (2001). However, as cited by Letsoalo (2010), the introduction of a system of managing performance was received with different reactions, both positive and negative, by the vast majority of employees in the public sector. As a result, this study investigated the attitudes of individual employees towards performance management and development system. The main aim of this research is to present the conclusion drawn from the study, as well as make recommendations emanating from the analysis of information gathered in literature review and through questionnaires completed by departmental staff in the Department of Culture, Sports and Recreation. In identifying different reactions by civil servants to Performance Management and Development System, the study placed an effort in probing different perceptions on Performance Management and Development System amongst employees in the Department of Culture, Sports and Recreation in Mpumalanga Province. There are varying perceptions demonstrated by respondents regarding questions posed to them on the Performance Management and Development System as implemented in the Department of Culture, Sports and Recreation in Mpumalanga Province. There is a perception that the Performance Management and Development System is a penalizing tool used by supervisors on their subordinates and that official’s performance is not duly acknowledged as is supposed to. There is persisting conflict between supervisors and their subordinates resulting from supervisors rating their subordinates without their input, submission of performance results is for compliance It is held in this that the Department of Culture, Sports and Recreation must ensure that effective communication of the system to the rest of the employees of the provincial government is maintained so as to allow employees to understand the system and what is expected of them, the development of the implementation capacity internally through the Performance Management and Development System Champions will in any regard, and as such limit inconsistencies during application of performance management and development system which impacts negatively on the overall performance of the organization.
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Verhulp, Ian Marc. "Moving from performance appraisal to performance management at Goldmaster." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/635.

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Performance management systems help align individual goals and objectives with those of the organisation. The system engages employees and thereby directs them toward achieving the strategic goals of the organisation. The purpose of this research study was to conduct an investigation at a manufacturing jeweller in the Western Cape to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. Preliminary investigations showed that the organisation was using a performance appraisal process which was not effective in facilitating the organisation’s strategic objectives. Based on the initial investigation, this study was undertaken. To achieve the goals of this study, 33 employees of the organisation were presented with a questionnaire based on important key elements of performance management. Responses were received from 31 employees, of which one was from senior management, two from management, three from supervisory staff, and 25 from general staff members. Their responses to the questionnaire were analysed and evaluated and, based on the findings, recommendations were made. The results of the study showed that problems exist in the organisation which impede achievement of its strategic goals. A performance management system would assist the organisation in many of these areas to overcome the identified problems. The results of the study will enable the management of the organisation to design and implement a performance management system to facilitate the achievement of the organisation’s strategic goals.
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Mfene, Ndileka Lorraine. "The impact of performance management system on employees: the Eastern Cape provincial legislature (2009- 2011)." Thesis, University of Fort Hare, 2014. http://hdl.handle.net/10353/1261.

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The Performance Management System (PMS) has been introduced in the Republic of South African public service with intentions of planning, monitoring, developing under-performance, rating and rewarding good performance. The study was undertaken as an attempt to investigate the impact of the PMS on employees of the ECPL. The literature review shows that there are challenges facing the institution with regards to implementation of PMS. The findings of the study indicated that the supervisors have no understanding of PMS instead they used it as punishing tool. Other findings of the study showed that there’s a culture within the institution of using PMS as a money making scheme or a 14th checque. To achieve this, a semi- structured questionnaire was issued to employees of the ECPL. The recommendation on the basis of the study is that the compliance issue should be strengthened and disciplinary measures be taken against employees who failed to comply with the provisions of the PMS policy.
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Sonti, Phindile Clinton. "Improving the performance management system in a selected firm." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021172.

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The performance management system has become a vital process of retaining skilled employees, helping to improve communication between the employees and management, providing feedback to employees and clear understanding of job expectation. A performance management system assists the firm to identify the ways to improve individual and firm performance and provides the opportunity for discussion about individual career direction and growth within the firm. It provides the opportunity to set employee targets linked to the departmental targets. The performance management system is the catalyst for firms to become globally competitive and be able to meet targets. Over the years the firm has introduced a performance management system to help employees to achieve their targets, which will result in the company meeting its own objectives. The study focused on the factors that affect the performance management system. The objective of the research was to improve the performance management system of the firm. The study was conducted to assess the effect of the following independent variables on the improvement of the performance management system: leadership style, training, organisational culture, reward system and organisational communication. The sample consisted of only the employees of the firm selected for the study. One hundred and fifty (150) questionnaires were distributed, but only seventy-six (76) respondents (response rate = 50.7 percent) participated in the final study. The empirical results revealed that the three independent variables play a very important role in improving a performance management system. These three variables are organisational culture, training, and reward system. Implementing the recommendations that came from these results will go a long way to making sure that the firm will improve its performance management system.
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Silimi, Maimbo Mark. "Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013037.

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As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
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Books on the topic "Performance Management; Employees' Performance"

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Tapomoy, Deb, ed. Performance management. Oxford Univ Press, 2008.

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Bacal, Robert. Performance management. McGraw-Hill, 1999.

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Aguinis, Herman. Performance management. 2nd ed. Pearson Prentice Hall, 2009.

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Schwartz, Andrew E. Performance management. Barron's Educational Series, 1999.

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Foundation, SHRM. Performance management survey. SHRM Foundation, 2000.

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Association of Chartered Certified Accountants (ACCA). Performance management. Kaplan Pub., 2009.

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Association of Chartered Certified Accountants (ACCA). Performance management. Kaplan Pub., 2009.

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Association of Chartered Certified Accountants (ACCA). Performance management. Kaplan Pub., 2011.

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Angela, Baron, ed. Managing performance: Performance management in action. Chartered Institute of Personnel and Development, 2005.

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Mattone, John. Powerful performance management. American Management Association, 2013.

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Book chapters on the topic "Performance Management; Employees' Performance"

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McKinnon, Ron C. "Employees Trained in Health and Safety." In Measuring Safety Management Performance. CRC Press, 2023. http://dx.doi.org/10.1201/9781003357513-25.

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Cunningham, J. Barton. "Paying for Performance and Recognizing Employees." In Strategic Human Resource Management in the Public Arena. Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43241-4_16.

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Baker, Tim. "Management Myth # 8—Employees Can’t Be Trusted with Sensitive Information." In Performance Management for Agile Organizations. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-40153-9_11.

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

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Mone, Edward M., and Manuel London. "Recognizing Employee Performance." In Employee Engagement Through Effective Performance Management. Routledge, 2018. http://dx.doi.org/10.4324/9781315626529-6.

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

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

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Llorens, Jared J., Donald E. Klingner, and John Nalbandian. "Leadership and Employee Performance." In Public Personnel Management. Routledge, 2017. http://dx.doi.org/10.4324/9781315271255-9.

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

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Sarto, Fabrizia. "Bonuses (Employee for Performance)." In Encyclopedia of Sustainable Management. Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_880.

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Conference papers on the topic "Performance Management; Employees' Performance"

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Azzahra Kamaruddin, Siti Nor Adawiyah, Jumadil Saputra, Marhana Mohamed Anuar, et al. "An Investigation of Employees Engagement and Malaysian Female Employees' Performance." In 11th Annual International Conference on Industrial Engineering and Operations Management. IEOM Society International, 2021. http://dx.doi.org/10.46254/an11.20210557.

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

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Cicek, Hasan, Betul Yilmaz, and Mert Kadir. "Performance Evaluation of Employees in Pandemic Period." In ICICM 2022: 2022 The 12th International Conference on Information Communication and Management. ACM, 2022. http://dx.doi.org/10.1145/3551690.3551705.

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Wang, Wei, and Jun Liu. "Can politically skilled employees get higher performance rating?" In 2009 International Conference on Management Science and Engineering (ICMSE). IEEE, 2009. http://dx.doi.org/10.1109/icmse.2009.5318135.

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Kirk, J. "Using the European Foundation for Quality Management Excellence Model to improve organisations performance." In IEE Colloquium on How Your Employees Can Transform Your Business. IEE, 1999. http://dx.doi.org/10.1049/ic:19990167.

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Eshet, Yovav, and Itzhak Harpaz. "Outstanding Employees Performance: Personality Traits, Innovation and Knowledge ‎Management." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2021. http://dx.doi.org/10.24251/hicss.2021.611.

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Sari, Vivi Nila, Sitti Rizki Mulyani, Marta Widian Sari, and Erwin Hotmansyah Harahap. "The Role of Employees’ Responsiveness in Organizational Performance." In 8th International Conference of Entrepreneurship and Business Management Untar (ICEBM 2019). Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200626.022.

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Olagunju, Olasunkanmi Olusogo, and Ejekwu Pascal Andy. "Occupational Health and Safety Management and Employees’ Performance in Ardova Plc." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/207080-ms.

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Abstract The vital purpose of this research work is to examine the impacts of occupational health and safety management on employee's performance. It aims to investigate the nexus between the practice of OHS, safe working environment and performance of employees. The research work adopt a descriptive approach to scrutinize the contributions of provision of adequate health and safety equipment to performance of employees at Ardova Plc. Aside collecting primary data from the staffs of Ardova Plc in Lagos State cutting across diverse socio-economic class, simple random sampling was utilised in the study using 90 questionnaires to collect the primary data. However, descriptive data was therefore analyzed using Statistical Tool to show the Cross-tabulation, correlation and Chi-Square Test. The research study concludes that practice of occupational health and safety management can boost employee performance, and further suggest some policy recommendations.
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Kang-yin, Lu, Zhu Jin-xia, and Cui Liang. "The impact of psychological contract on employees' peripheral performance." In 2013 International Conference on Management Science and Engineering (ICMSE). IEEE, 2013. http://dx.doi.org/10.1109/icmse.2013.6586462.

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Wang, Ping, and Qiongqiong Wang. "The Research on Contextual Performance Management of the Core Employees." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998081.

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Reports on the topic "Performance Management; Employees' Performance"

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Saxby, Peter. Non-financial incentives and their application to enhance motivation and productivity in mining industry employees. Edited by Ernesto Bonafé. University of Dundee, 2024. http://dx.doi.org/10.20933/100001307.

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The mining industry is experiencing challenges in attracting and retaining sufficient skilled employees to meet strategic aims and production objectives, despite offering relatively high financial incentives. Human resources management theory indicates that many factors contribute to employee motivation and job satisfaction, and that these in turn influence performance and employee turnover. Although financial rewards are recognised as major motivating factors in mining employee job satisfaction, non-financial motivators are also desired. This paper examines the use of non-financial incentives to improve performance and productivity in mine operational employees and identifies incentives that could achieve these goals. With few studies focusing on non-financial methods of improving personnel performance in mining, studies from other industries are considered and applied to the mining industry. The paper finds non-financial incentives are likely to increase the motivation of employees in the mining industry, and that incentives which improve the employee’s workplace experience are particularly desired.
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Yimam, Seid, and Yalew Mekonne. Women in Ethiopian Tax Administration: Evidence on Representation and Performance. Institute of Development Studies, 2023. https://doi.org/10.19088/ictd.2023.034.

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In the growing body of research on gender and taxation in low-income countries, the implications of having more women in tax administration have received relatively little attention. Using data from employee records and key informant interviews, we examine the representation of women in the workforce of the Ethiopian tax administration, as well as their performance and their misconduct. The findings show that women dominate the overall workforce in most branch offices. However, women overwhelmingly occupy lower ranked positions and their engagement at the top level of management is quite limited. Our analysis of gender-disaggregated employee performance scores indicates that there is no conclusive evidence to claim women perform better than men employees, though most of the key informants tend to believe otherwise. However, misconduct records present a strong case that women employees are less likely to commit serious disciplinary misconduct, such as corruption and breaching trust, and more likely to serve for a longer number of years compared to men employees. We also present cross-country comparisons with Uganda and other ATAF member countries. Our overall findings underline the significant contributions of employing more women in tax administration and the need to further empower women through continued leadership training and mentoring programmes
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Honig, Dan. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond. Research on Improving Systems of Education (RISE), 2022. http://dx.doi.org/10.35489/bsg-rise-misc_2022/04.

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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.
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Yimam, Seid, and Yalew Mekonnen. Women in Ethiopian Tax Administration: Evidence on Representation and Performance. Institute of Development Studies, 2024. http://dx.doi.org/10.19088/ictd.2024.045.

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In the growing literature on gender and taxation in low-income countries, little attention has been given to the implications of having more women in tax administration. This is even true in high-and middle-income countries, with a recent OECD survey of 43 countries reporting that in four out of every five cases studied, no analysis had been undertaken of the gender dimensions of tax administration. The gender imbalance in revenue administrations of low-income countries remains high though it varies from country to country. It is especially pronounced in senior management positions. This study aims to extend our knowledge of this hard-to-research area in the Ethiopian context, where evidence on the gender composition of the workforce and the performance and misconduct of women in tax administration is currently non-existent. We assess the representation of women in the workforce in the federal tax administration offices of the Ministry of Revenue at different levels in the hierarchy. We also examine performance, misconduct and turnover trends, as well as employees’ salaries disaggregated by gender.
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Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
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Mejía-Guerra, José Antonio, Christian Schuster, Magdalena Rojas Wettig, Kim Sass Mikkelsen, and Jan Meyer-Sahling. Managing National Statistical Offices Better: Evidence from a Survey of 13,300 National Statistical Office (NSO) Employees in 14 Latin American and Caribbean Countries. Inter-American Development Bank, 2023. http://dx.doi.org/10.18235/0005307.

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High-quality official statistics--from inflation to poverty rates--are essential for effective policymaking. Yet, little is known about the statistics officials who produce this statistical data. How competent are they at statistics? How motivated and ethical are they when producing statistics? And do National Statistical Offices (NSOs) manage them effectively? The answers are central to improving statistical capacity. Nonetheless, NSOs have not developed systematic measurement instruments to identify them. This pioneering publication addresses this gap. It presents the results of a survey of 13,300 NSO Employees in 14 Countries in Latin America and the Caribbean. Findings show that statistics officials and their characteristics matter. For instance, greater competence of statistics officials correlates with greater statistical performance of an NSO. Findings also show that most statistics officials are motivated in their jobs and committed to their NSO yet many struggle with basic statistical competencies and are not satisfied with their remunerations. Beneath the surface of average findings, however, lies a landscape of substantial variation among NSOs and within different departments inside the same NSO. These disparities are driven in part by differences in human resources management practices. Certain practices, for instance related to merit recruitment, adequate pay and performance feedback, are associated with greater staff motivation, integrity and competence. The report thus provides a data-informed roadmap to manage NSOs better and a survey instrument to help NSOs around the world measure their own management and staff.
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Gallego, Juan Miguel, and Luis H. Gutiérrez. Quality Management System and Firm Performance in an Emerging Economy: The Case of Colombian Manufacturing Industries. Inter-American Development Bank, 2017. http://dx.doi.org/10.18235/0011797.

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Over one million firms around the world have adopted a Quality Management System (QMS) that conforms to ISO 9001 certification in 2015 and recent figures show that certifications have rapidly increased in emerging economies. ISO 9001 is considered a signal of high quality for products or services in markets with large imported competition or firms competing in international markets. However, implementing ISO 9001 certification entails large costs to companies for documentation of operating procedures, training, internal auditing, and corrective action. The impact of QMS on firm performance is unknown in developing economies and is still under-researched for more developed countries. This paper takes advantage of unique data on the status of certified and non-certified manufacturing firms in Colombia (an emerging economy) and matches it with firm performance. In 2006, the Colombian government launched policies to reduce the cost of adopting certification. We use this change to implement a difference-in-differences specification on panel data of certified and non-certified firms by matching samples at the year 2003, three years before the policy change. This is the most comparable data possible. Our findings suggest that firms that adopt ISO 9001 certification increase labor productivity (measured as added value over labor) by 12 percent, and sales per employee and wages by 8 percent. The effect is larger for firms that adopted certifications two years after the new policies compared with firms that adopted them immediately. The potential mechanism to explain gains in firm performance is human capital because, prior to the changes, firms with more temporary workers could not take advantage of certification.
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Veung, Naron, and Seyhah Ven. Exploring Insights into Vocational Skills Development and Industrial Transformation in Cambodia. Cambodia Development Resource Institute, 2021. https://doi.org/10.64202/wp.131.202110.

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Industrial development is central to Cambodia’s economic development as it plans to upgrade the country’s status to an upper-middle-income country by 2030 and to a high-income country by 2050. Equipping the workforce with the skills and competencies that match industrial needs requires a great deal of continuous efforts and resources. In this regard, this paper aims to look into the linkage between skills and transformation based on employers’ perspectives. It explores insights into how companies perceive and use the skills and qualifications of their employees to overcome changes in technology, products and work organisation. These new insights will enable TVET providers, policymakers and other key stakeholders to develop a holistic skills development intervention that is responsive and relevant to the Cambodian labour market. This paper is based on the analysis of data from 36 qualitative interviews with managers and production heads or representatives from 18 companies in the electrical and electronic (E&amp;E), garment and food processing sectors. Nvivo 12 software was employed for coding and thematic analysis of the employers’ perceptions of skills and qualifications in relation to job requirements, the relationship between skills and transformation, and human resource strategies to cope with the skills requirements posed by transformation. General perceptions on skills and qualifications of the workforce Most companies experienced skills shortage and recruitment difficulty when it came to high-and mid-level employees. The skilled labour shortage was worse for some companies located in the provinces, compared to those in the vicinity of Phnom Penh. The reported skilled shortage could be due to companies setting high recruitment requirements with specific skills and knowledge for higher positions, while applicants’ skills and knowledge were lower than those requirements. For low-skilled positions like general workers or operators, recruitment was usually easier as companies did not require them to have any specific TVET qualifications; also, those low-skilled employees could be trained in-house to operate machines manually. However, when a large number of those workers were needed by many companies at once, labour shortages also prevailed in some cases, especially in the provinces. The quality and level of education and training were generally low among workers in the selected companies. Moreover, skills training programs were less relevant to the skills needs and requirements of most companies, and not many of those programs were available across the country. For instance, E&amp;E and food processing companies found the available skills training programs unable to match their expectations and requirements in general. While struggling to get enough skilled labour, most companies agreed that having many employees with better education and training could help introduce new products, adapt to technological change and reorganise work systems. Because most companies lacked trust in the quality of education and training, they prioritised practical skills, knowledge and work experience for recruitment or promotion, while in-employment and internal training were widely valued and adopted as a main source of their employees’ upskilling and reskilling. Transformation and its implications for skills Major changes in technology, products and work organisation were reported in some companies in the selected sectors and these changes were driven by different internal and external factors, including market factors, increased product quality and quantity, skills and knowledge improvement, and labour and cost reduction. Particularly, those changes in the interviewed companies were believed to be intertwined with their employees’ skills, knowledge and experience. However, hiring high- and mid-level employees with the required skills did not have an impact on many companies changing their production machines or product types. Rather, these changes were introduced and facilitated by the expertise of their parent companies abroad, machine suppliers or main buyers. This might be because the skills, knowledge and experience of their high- and mid-level employees were lower than those of the technicians and experts from their parent companies or machine suppliers. It could also mean that the installation and maintenance of those machines required higher skills and experience, which were not available within the companies or the Cambodian labour market. The enhanced skills and knowledge of employees were to some extent related to new technology, product types or work organisation introduced in companies. Changes in technology, product types or work arrangements required a certain change in employees’ skills and knowledge. Put simply, any employees involved in such changes had to adapt to those changes and improve their skills and knowledge accordingly over the course of those introduced changes. However, the interview data shows that only a few companies in the E&amp;E, garment and food processing sectors clearly indicated an improvement in their employees’ skills and knowledge, and that, in the case of improvement, the additional skills or knowledge were acquired through peer learning. As the changes were introduced, existing employees could also be affected physically or emotionally depending on the magnitude of the changes in terms of reduction in labour and costs for production improvements, employees’ increased skills and knowledge, increased workload and job responsibility, and management change. Most garment companies initiated an incentive platform or a reward system that was intriguingly motivational for all operators and employees. This bonus setup could enhance employees’ work performance, leading to productivity growth as well as employees’ upskilling and reskilling within many companies. Strategies for overcoming skills challenges and problems For dealing with the skills problems and challenges posed by transformation, companies used different strategies or methods, including outsourcing of technicians and experts, recruitment of new employees, internal promotion, and internal skills training and development. The outsourcing of technicians and experts was commonly found among many companies, as most companies were less likely to rely on their internal technicians, mechanics or engineers for the introduction of those changes, while also avoiding any recruitment of new employees or requirements for new, additional skillsets. Moreover, as the recruitment of new employees with skills and qualifications could be difficult and costly, most companies alternatively promoted their current employees based on work performance, practical skills and work experience in production. Internal promotion was widely used in all the sectors, and especially in the garment sector. Importantly, while internal training and development were heavily employed in all three sectors, formal training was scant and only happened in some large companies, for instance, in the E&amp;E sector. High- and mid-level employees including managers, supervisors and some experienced team leaders who had strong foundational skills, knowledge and experience with production, and who had been with the companies for a long time, transferred their learned skills and knowledge to operators and general workers through peer learning, on-the-job training, work guidance, observation and practice. Implications for policy consideration Based on the employers’ perceptions of and experiences in skills and transformation, this study puts forward the following implications for policy consideration. 1. Promoting school-industry linkages through ensuring mutual benefits Promoting school-industry linkages would help in bridging the skills gap between skills training programs and industrial skills requirements. Such collaborations should be sustained by ensuring mutual understanding and benefits between partners. The models of the Massachusetts Institute of Technology and the local Kirirom Institute of Technology exemplify a strong university-industry collaboration, allowing students to experience the best training programs and benefiting all the parties involved. The government should also initiate, coordinate and finance this collaboration model between TVET and respective industries to meet industrial skills demand. Furthermore, establishing TVET parks and/or training centres in industrial and special economic zones could help maximise the use of training facilities and company trainers through school-industry cooperation, while enhancing and expanding the training activities and services of the existing TVET parks and training centres would help reach out to more companies and beneficiaries. Therefore, cutting-edge technologies and facilities could be shared among companies and TVET schools offering practical skills training. 2. Increasing employment opportunities Increasing employment opportunities could allow senior students and new graduates to learn from, adapt to, and experience real-work problems and workplace learning. This could be done through internships, apprenticeships and probation programs. Internships allow companies to observe whether students have the potential to be employees. An apprenticeship scheme should be mandatory across industries. In Germany, Switzerland, Austria, Hungary and South Korea, apprenticeships allow students to learn practical skills in the workplace, while participating in theoretical training at school. Such models are a win-win contract between schools, students and companies, but they need piloting or testing in Cambodia, where the current education and training system is different from those of the developed countries mentioned. Companies should also recruit employees with TVET skills and qualifications on a probation basis so that they can learn and adapt to the workplace. 3. Amplifying investments in generic and specific training A certain number of supervisors and team leaders should be given more opportunities to have generic and specific skills training leading to certifications or qualifications. Moreover, companies should systematise their in-house training with appropriate and structured training content and levels, and keep records of the names of participants and training courses for further training or potential buyer requirements. Companies could issue certificates of attendance or participation. They should also work with relevant ministries, such as the Ministry of Labour and Vocational Training (MoLVT), and their development partners to develop a comprehensive skills certification/recognition system, allowing workers from industries to have their prior learning recognised. MoLVT and relevant line ministries also need to incentivise companies that have skills training to work in cooperation with TVET schools. Companies should develop an incentive or reward system that motivates workers to participate in skills training and to enhance work performance at all occupational levels. This incentive system should be a strategy to retain and promote employees to a certain level of management, while reducing unintended employee turnover and recruitment costs. Furthermore, equipping the existing and future workforce with fundamental technological skills and competencies is also an important task that companies and TVET schools need to do as Cambodia prepares to embrace the emerging fourth industrial revolution.
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Kaewplung, Pasu. Performance improvement of fiber-optic transmission system by replacing electronic repeaters with optical amplifiers. Chulalongkorn University, 2004. https://doi.org/10.58837/chula.res.2004.70.

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We study four methods: the zero-dispersion wavelength (ZDWL) transmission, the dispersion management, the optical soliton transmission, and the midway optical phase conjugation (OPC), for upgrading installed electronic repeater-based optical fiber transmission system to optically amplified system. We derive the optimum design rules for each scheme to achieve the maximum transmission data rate. The 1,318-km-long Thailand-Malaysia (T-M) submarine fiber-optic transmission system is used as the system model. Firstly, we give the basic knowledge about fiber characteristics and their effects to signal propagation, and review the concepts of four upgrading schemes. Then, the numerical simulation is used for studying the signal distortion induced from the third-order dispersion and the Kerr effect in ZDWL transmission system. When the ZDWL transmission is employed to upgrade the T-M system with our optimum design guidelines, the possibility of increasing data rate from 560 Mbit/s to 80 Gbit/s is shown. For the dispersion management, the transmission data rate can be extended to 100 Gbit/s for single channel, and to 6 x 10 Gbit/s for multi-channel wavelength division multiplexing. However, when the soliton scheme is employed to improve the system performance, the numerical result shows the possibility of increasing data rate only to 20 Gbit/s because of nonlinear signal distortions. The highest data rate in this study is obtained from the system upgrading using the midway OPC. By following our design strategies, the possibility of increasing to 200 Gbit/s is numerically shown.
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Lindig, Sascha, Julien Deckx, Magnus Herz, et al. Technical Key Performance Indicators for Photovoltaic Systems: Challenges and Best Practices. International Energy Agency Photovoltaic Power Systems Programme, 2024. https://doi.org/10.69766/luzi3108.

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Key Performance Indicators (KPIs) are an important set of metrics used to assess various aspects of photovoltaic (PV) systems, including their long-term performance, economic viability and carbon footprint. Technical KPIs support data-driven and informed decision-making when optimizing PV systems and provide a comprehensive overview of how PV systems operate across different conditions and climates. Different KPIs are commonly employed throughout the entire value chain of PV projects and can be categorized into technical, economic and sustainability aspects. In this work, a set of best practices for handling PV system data to reliably calculate relevant KPIs is discussed. While most technical KPIs are generally well-known among asset owners, EPCs, O&amp;M providers and consultants, not all stakeholders in the financing-to-operation chain are equally aware of the nuances and consequences of certain decisions, which are based on how technical KPIs are operationalized, i.e. translated from contracts to how and where raw data are stored, which data cleaning and imputation techniques are used, to how the technical KPIs are calculated and used for subsequent decision-making. In many cases, the decisions made in the development-to-construction phase, will affect the asset for a significant part of its lifetime. For example, the resolution at which data is measured, which data are stored, or whether data back-ups are on-site or in the cloud, can all affect how KPIs are calculated, affect future modifications to contractual clauses, or the need for SCADA upgrades. Hence, this work aims to provide all stakeholders deeper insights and a shared understanding of the most important technical KPIs. The work is divided into three parts, each addressing different aspects of KPIs, data management, and their mapping potential
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