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Journal articles on the topic 'Performance management systems'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Ntalasha, John, and Jackson Phiri. "Performance Management Systems." International Journal of Applied Management Sciences and Engineering 7, no. 2 (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

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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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Newcomer, Kathryn, and Sharon Caudle. "Public Performance Management Systems." Public Performance & Management Review 35, no. 1 (2011): 108–32. http://dx.doi.org/10.2753/pmr1530-9576350106.

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4

Sharif, Amir M. "Benchmarking performance management systems." Benchmarking: An International Journal 9, no. 1 (2002): 62–85. http://dx.doi.org/10.1108/14635770210418588.

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5

Haney, Christopher M., Grady Coomes, Laura Fiffick, Lauren Seydewitz, Amanda Smith, and Randall Booker. "Management Systems Improve Performance." Opflow 38, no. 12 (2012): 10–14. http://dx.doi.org/10.5991/opf.2012.38.0075.

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6

Kadak, Tarmo, and Erkki K. Laitinen. "HOW DIFFERENT ARE PERFORMANCE MANAGEMENT SYSTEMS? EMPIRICAL TYPOLOGY OF PERFORMANCE MANAGEMENT SYSTEMS." Journal of Business Economics and Management 24, no. 2 (2023): 368–86. http://dx.doi.org/10.3846/jbem.2023.19248.

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The purpose of the research is to extract an empirical typology presenting the diverse types of PMSs. For creating empirical typology, a Two-Step cluster analysis was applied. The types of PMSs are characterized by the variables extracted from the chain model found in the literature. We discovered two relevant dimensions specifying the PMSs: the importance of strategy for the firms and the multitude of organizational levels. Based on these, we extracted four clusters (types) of PMS along the dimensions of strategy focusing and organizational level. The findings show that the most advanced PMSs

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Ahmed Mohsen Mohammed, Al-Nakib Noofal, and Wang Hu. "Using Management Information Systems (MIS) to Boost Corporate Performance." International Journal of Management Science and Business Administration 1, no. 11 (2015): 55–61. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.111.1006.

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The study emphasizes the importance of Management information systems (MIS) for corporate performance. Prior studies have been reviewed to substantiate theories that explain how Management information systems (MIS) affect corporate performance. Management information system (MIS) is providing information that relates to possible future events, efficiency, output rates, information on the effect of various events, that relate to the impact that the employees’ decision has on the performance of other departments. Furthermore, greater management information system capability leads to a higher deg

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Koliba, Christopher, Erica Campbell, and Asim Zia. "Performance Management Systems of Congestion Management Networks." Public Performance & Management Review 34, no. 4 (2011): 520–48. http://dx.doi.org/10.2753/pmr1530-9576340405.

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9

Hourneaux Jr, Flavio, Julio Araujo Carneiro-da-Cunha, and Hamilton Luiz Corrêa. "Performance measurement and management systems." Managerial Auditing Journal 32, no. 2 (2017): 148–66. http://dx.doi.org/10.1108/maj-11-2015-1277.

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Purpose Managerial usage of performance measurement and management systems (PMMS) is commonly far from what theory advocates as ideal. Based on this, the purpose of this paper is to identify the justifications for using PMMS and how much each of them explains the actual use of these systems. Design/methodology/approach An empirical survey was conducted with 149 manufacturing companies’ managers as respondents. Descriptive statistics analysis and factorial analysis were performed with multivariate analysis to test proposed hypotheses. Findings The results for all the companies surveyed are simi

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Douwe P. Flapper, Simme, Leonard Fortuin, and Paul P. M. Stoop. "Towards consistent performance management systems." International Journal of Operations & Production Management 16, no. 7 (1996): 27–37. http://dx.doi.org/10.1108/01443579610119144.

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TURNER, I. "Measuring performance: environmental management systems." International Zoo Yearbook 43, no. 1 (2009): 82–90. http://dx.doi.org/10.1111/j.1748-1090.2008.00071.x.

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12

Frederiksen, Anders, Lisa B. Kahn, and Fabian Lange. "Supervisors and Performance Management Systems." Journal of Political Economy 128, no. 6 (2020): 2123–87. http://dx.doi.org/10.1086/705715.

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

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14

Sin-Geun Song. "The Successful Management Practices of Performance Management Systems." Korea International Accounting Review ll, no. 42 (2012): 143–60. http://dx.doi.org/10.21073/kiar.2012..42.007.

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15

Bose, Ranjit. "Understanding management data systems for enterprise performance management." Industrial Management & Data Systems 106, no. 1 (2006): 43–59. http://dx.doi.org/10.1108/02635570610640988.

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16

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

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17

Olusola, Maitanmi. "Evaluation of Content Management Systems Performance." IOSR Journal of Computer Engineering 9, no. 4 (2013): 62–69. http://dx.doi.org/10.9790/0661-0946269.

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18

Hunt, H. Allan. "Performance Management in Workers' Compensation Systems." Employment Research 12, no. 1 (2005): 1–4. http://dx.doi.org/10.17848/1075-8445.12(1)-1.

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19

Ahmed, Khawlah, and Mujo Mesonovich. "Learning Management Systems and Student Performance." International Journal for e-Learning Security 8, no. 1 (2019): 582–91. http://dx.doi.org/10.20533/ijels.2046.4568.2019.0073.

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20

Young, Scott T. "Hospital Materials Management: Systems and Performance." Journal of Purchasing and Materials Management 25, no. 3 (1989): 31–35. http://dx.doi.org/10.1111/j.1745-493x.1989.tb00488.x.

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21

Banks, James H. "Performance Measurement for Traffic Management Systems." Transportation Research Record: Journal of the Transportation Research Board 1634, no. 1 (1998): 39–45. http://dx.doi.org/10.3141/1634-05.

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Performance measurement refers to attempts to quantify some aspect of the performance of an organization. A study was conducted to analyze needs, opportunities, and techniques for measuring performance of transportation management centers (TMCs). Opportunities and needs were identified by analyzing the interrelationships among performance measurement objectives, objects, and study designs. This analysis suggests that before-and-after evaluation studies of traffic management actions and monitoring of traffic data to detect system changes are the most appropriate forms of performance measurement

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22

Blahova, Michaela, Premysl Palka, and Parissa Haghirian. "Remastering contemporary enterprise performance management systems." Measuring Business Excellence 21, no. 3 (2017): 250–60. http://dx.doi.org/10.1108/mbe-12-2016-0060.

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Purpose This paper aims to investigate current trends in selected management systems and analyses their mutual synergy effects to remaster contemporary enterprise performance management systems in the business sphere. Design/methodology/approach This research involves assembling key academic texts and other literature on the subject of changes in management systems worldwide and their influence on remastering contemporary enterprise performance management systems. The literature is reviewed using a systematic approach. More than 3,000 papers and studies are identified and content analysed. Fin

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23

Laitinen, Erkki K., and Tarmo Kadak. "Explaining success of performance management systems." International Journal of Productivity and Performance Management 68, no. 2 (2019): 362–88. http://dx.doi.org/10.1108/ijppm-01-2018-0005.

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PurposeThe purpose of this paper is to use the logical chain of key factors (KFs) to explain the success of performance management systems (PMS) and corporate performance.Design/methodology/approachThe authors use the strength of the KFs chain to capture PMS success. First, the authors assume that perceived environmental uncertainty (PEU) is positively associated with the strength (H1). The higher the PEU, the stronger is the chain as a response to uncertainty. Second, the authors assume that the strength improves performance (H2) but third, that the impact of the strength is negatively modera

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24

Chawan, Vinaysingh. "Performance measurement of revenue management systems." International Journal of Business Excellence 14, no. 3 (2018): 380. http://dx.doi.org/10.1504/ijbex.2018.089798.

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Chawan, Vinaysingh. "Performance measurement of revenue management systems." International Journal of Business Excellence 14, no. 3 (2018): 380. http://dx.doi.org/10.1504/ijbex.2018.10010422.

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26

Broadbent, Jane, and Richard Laughlin. "Performance management systems: A conceptual model." Management Accounting Research 20, no. 4 (2009): 283–95. http://dx.doi.org/10.1016/j.mar.2009.07.004.

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27

Schweitzer, Paul J., Abraham Seidmann, and Paulo B. Goes. "Performance management in flexible manufacturing systems." International Journal of Flexible Manufacturing Systems 4, no. 1 (1991): 17–50. http://dx.doi.org/10.1007/bf01325095.

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28

Vieira, Rui, Brendan O’Dwyer, and Roman Schneider. "Aligning Strategy and Performance Management Systems." Organization & Environment 30, no. 1 (2016): 3–26. http://dx.doi.org/10.1177/1086026615623058.

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This article presents a case study examining the problems and possibilities of performance management in a wind-farm company. Drawing on Ferreira and Otley’s recently developed performance management systems (PMSs) framework, the study demonstrates how the framework facilitates in-depth, holistic, and critical evaluations of existing PMSs, and how these evaluations can drive the development of revised PMSs that balance economic, social, and environmental goals. This integrated focus on PMS evaluation and design is unique as earlier work seeking to develop systems to promote and measure sustain

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29

Gonzalez Prieto, Alberto, and Rolf Stadler. "Adaptive Performance Management for SMS Systems." Journal of Network and Systems Management 17, no. 4 (2009): 397–421. http://dx.doi.org/10.1007/s10922-009-9139-z.

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30

Longard, Lukas, Yuxi Wang, Oliver Herz, and Joachim Metternich. "Gestaltung eines wertstromübergreifenden Performance-Management-Systems." Zeitschrift für wirtschaftlichen Fabrikbetrieb 119, no. 5 (2024): 304–10. http://dx.doi.org/10.1515/zwf-2024-1068.

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Abstract KPI systems for evaluating and improving industrial processes are often used ineffectively in production companies, mostly due to arbitrarily selected KPIs and an overemphasis on financial aspects. Existing performance management approaches only describe basic elements and offer few practical recommendations. Implementation is usually only carried out by upper and middle management and neglects integration into production. This article presents a methodology that derives KPIs from corporate objectives in order to identify precise deviations and support data-driven analyses. The method

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31

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

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32

Shyam, Gopal, and Shankar Ramamoorthy. "Performance Management in Cloud Computing." ECS Transactions 107, no. 1 (2022): 1245–53. http://dx.doi.org/10.1149/10701.1245ecst.

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Cloud service providers encounter a challenge in managing remote resources due to the dynamic nature of the cloud environment. The complexity of the process is increased by the requirement of maintaining service quality in line with customer expectations, as well as the extremely dynamic nature of cloud-hosted applications. As a result of developments in big data learning methodologies, traditional systems have given way to intricate systems. In the existing studies, it is shown that the resource adjustment decision-making process is intimately linked to the system's behavior, including resour

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33

Chawan, Vinaysingh. "Enhancing revenue management systems performance with CRM systems data." International Journal of Business Information Systems 27, no. 4 (2018): 493. http://dx.doi.org/10.1504/ijbis.2018.090289.

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Chawan, Vinaysingh. "Enhancing revenue management systems performance with CRM systems data." International Journal of Business Information Systems 27, no. 4 (2018): 493. http://dx.doi.org/10.1504/ijbis.2018.10011208.

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35

Nagarad Dasavandi Krishnamurthy, Vinay. "Optimizing Performance: Water and Power Management Systems in Fuel Cell Technology." International Journal of Science and Research (IJSR) 10, no. 1 (2021): 1644–45. http://dx.doi.org/10.21275/sr24430160209.

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36

Magatao, Ma Irish Ace B. "Quality Management Systems' Impact on DepEd SOCCSKSARGEN Educational Governance and Performance." International Journal of Research Publication and Reviews 6, no. 5 (2025): 6293–394. https://doi.org/10.55248/gengpi.6.0525.1779.

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37

Ariaini, Tati, and Aryana Satrya. "Optimizing Organizational Performance Through a Conversation-Based Performance Management System Approach." Quantitative Economics and Management Studies 5, no. 3 (2024): 622–30. http://dx.doi.org/10.35877/454ri.qems2622.

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This study examines the need for an effective performance management system within organizations. Prior research indicates that such systems significantly enhance business outcomes (Pulakos, Mueller-Hanson & Arad, 2019). O’Kane, McCracken & Brown (2022) introduced a conversation-based performance management model grounded in social exchange theory (SET), suggesting that discussions between supervisors and subordinates foster positive reciprocal relationships. This research aims to analyze the effectiveness of the performance management system implemented by a private trading company in

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38

Crews, Derek. "Reinventing Performance Management." Archives of Business Research 9, no. 6 (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 tradit

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Shivali, Jindal, Laveena, and Navneet. "STUDY OF EFFECTIVENESS OF PERFORMANCE APPRAISAL SYSTEM IN SELECTED INDIAN COMPANIES." International Journal of Research – Granthaalayah 3, no. 12 (2017): 44–50. https://doi.org/10.5281/zenodo.848586.

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An evaluation of previous performance is experienced by the vast majority of recruits each year. The management of performance level is the sum up of performance appraisal systems. This is a continuous and interactive process designed to motivate employees, and check their capability with the main motive to facilitate productivity. The performance management systems involve various activities which are much more than simply reviewing what an employee has done. This research paper is all about understanding the need of performance management systems, ways in which performance appraisals can be

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40

Otley, David. "Performance management: a framework for management control systems research." Management Accounting Research 10, no. 4 (1999): 363–82. http://dx.doi.org/10.1006/mare.1999.0115.

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41

Moore, P., and D. M. Page. "The Delco Performance Management System." Journal of Navigation 38, no. 3 (1985): 413–22. http://dx.doi.org/10.1017/s037346330003277x.

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Since the early nineteen-seventies, when the price of fuel went up so dramatically, airlines have been seeking methods of saving fuel. Climb, cruise and descent speeds were refined to give the most economical operation. Advisory systems came on the market, but these did little more than give crews information which could be obtained from operations manuals. Then equipment such as performance management systems (PMS) and flight management systems (FMS) was produced. The potential of these systems can be measured by the number of airlines who have purchased the equipment, and also by the fact th

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42

Ostrow, Kayla, Daniel T. Cox, Tori Tomiczek, and Esteban L. Biondi. "PERFORMANCE-BASED DESIGN FOR USING EMERGENT VEGETATION TO MITIGATE WAVE OVERTOPPING CONSIDERING CLIMATE CHANGE." Coastal Engineering Proceedings, no. 38 (May 29, 2025): 180. https://doi.org/10.9753/icce.v38.management.180.

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Natural and Nature-Based Features (NNBF) are increasingly growing in popularity as flood risk reduction measures. However, the implementation of these systems is hampered by barriers, including the lack of engineering design methodologies. Existing engineering design methodologies for traditional coastal infrastructure cannot be directly applied to NNBF systems, because NNBF systems contain additional uncertainties. For example, vegetation experiences natural growth and mortality, affecting the engineering parameters associated with its flood protection capabilities. Performance-based design (

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43

Pulakos, Elaine D., and Ryan S. O’Leary. "Why Is Performance Management Broken?" Industrial and Organizational Psychology 4, no. 2 (2011): 146–64. http://dx.doi.org/10.1111/j.1754-9434.2011.01315.x.

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Although extensive research and practice have focused on understanding and improving performance management systems in organizations, the formula for effective performance management remains elusive. We propose that a significant part of the problem is that performance management has been reduced to prescribed steps within formal administrative systems that are disconnected from the day-to-day activities that determine performance management effectiveness (e.g., communicating clear work expectations, setting short-term objectives and deadlines, and providing continual guidance). We argue that

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44

Jatmiko, Udik. "Management Accounting Information Systems, Performance Measurement Methods and Reward Systems in Influencing Managerial Performance." International Journal on Social Science, Economics and Art 11, no. 4 (2022): 180–89. http://dx.doi.org/10.35335/ijosea.v11i4.67.

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The problem that is the indication of management accounting information system policies, performance measurement methods, and reward systems that are less effective, so that they are felt to affect managerial performance. The number of samples obtained from the total population in as many as 32 people. Data analysis techniques using validity and reliability tests, multiple linear regression tests, t tests and F tests. The results of the research carried out obtained that partially the application of management accounting information systems to managerial performance. The performance measuremen

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45

Bititci, Umit, Paola Cocca, and Aylin Ates. "Impact of visual performance management systems on the performance management practices of organisations." International Journal of Production Research 54, no. 6 (2015): 1571–93. http://dx.doi.org/10.1080/00207543.2015.1005770.

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46

Snyder, Frank J., and Dennis M. Buede. "4.4.2 Risk and Performance." INCOSE International Symposium 10, no. 1 (2000): 474–81. http://dx.doi.org/10.1002/j.2334-5837.2000.tb00414.x.

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AbstractRisk is constantly present in the engineering design of systems. It influences all lifecycle phases of every system and manifests itself through a system's cost, schedule, and performance attributes. These attributes are expressed through a system's design requirements and therefore provide a measure of how successful a system is. Design requirements are stated by means of a design threshold and a design goal. The distance between the threshold and the goal, known as the design space, provides not only a measure of system performance, but also an understanding of system risk and risk m

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47

Saeed, M. Alsaif. "Effective Performance Management System: Empirical Study from Saudi Arabia." SEISENSE Journal of Management 1, no. 1 (2018): 49–63. https://doi.org/10.5281/zenodo.1218201.

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The goal of the paper is to find the characteristics which can lead to an effective performance management systems. The paper suggested a model with a set of characteristics in three critical intervals for the performance management process: when identifying performance objectives, when measuring performance, and when developing performance.

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48

Bianchi, Carmine, and William C. Rivenbark. "A Comparative Analysis of Performance Management Systems." Public Performance & Management Review 35, no. 3 (2012): 509–26. http://dx.doi.org/10.2753/pmr1530-9576350307.

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Dawson, R., J. Hall, and J. Davis. "Performance-based management of flood defence systems." Water Management 157, no. 1 (2004): 3–44. http://dx.doi.org/10.1680/wama.157.1.3.36780.

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Dawson, R., J. Hall, and J. Davis. "Performance-based management of flood defence systems." Water Management 157, no. 1 (2004): 35–44. http://dx.doi.org/10.1680/wama.157.1.35.36784.

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