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Journal articles on the topic 'Performance management'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 July 2025

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1

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

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2

Challa, Amdissa Jiru, Teklu Tilahun, and Assefa Aga Deribe. "The Link between Components of Performance Management and Performance Management Effect." Annals of the University of Craiova for Journalism, Communication and Management 8, no. 1 (December 21, 2022): 107–20. https://doi.org/10.5281/zenodo.7470321.

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Research findings on the outcomes of performance management are inconclusive as researches reported both intended and unintended consequences of performance management. This paper investigates the extent to which the components of the performance management process influence the performance management effect in the public organizations. Performance management comprises a range of practices an organization engages in, from which this study investigates the influence of participation in target setting, performance information use, performance information processing capacity, performance review, performance indicators quality, and provision of performance management training on performance management effects. Understanding the link between components of performance management and performance management effects would guide how to improve performance management. Regression analysis based on data obtained from a survey of public sector organizations in Ethiopia indicates the influence of Participative target setting, Performance information processing capacity and Use of performance information on the Performance management effects were not statistically significant. In contrast, Performance indicators quality, Provision of training on performance management, and Performance Reviews significantly affect performance management outcomes. The study point outs the strategies the organizations can implement to improve the Performance management effects.

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3

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

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

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5

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

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6

Ify, IGBOKWE Philomena. "CONFLICT MANAGEMENT AND ORGANISATIONAL PERFORMANCE." Global Research Review in Business and Economics 10, no. 2 (April 2024): 54–61. http://dx.doi.org/10.56805/grrbe.24.10.2.27.

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7

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

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8

Klingner, Donald E. "Performance Management." Public Integrity 23, no. 6 (November 2, 2021): 639–42. http://dx.doi.org/10.1080/10999922.2021.1959207.

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9

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

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10

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

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11

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

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12

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

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13

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

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14

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

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15

Kim, Gil-Whan. "Evaluating Inventory Management Performance as Measured by Inventory Management Efficiency." International Academy of Global Business and Trade 19, no. 3 (June 30, 2023): 25–43. http://dx.doi.org/10.20294/jgbt.2023.19.3.25.

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Purpose - To measure inventory management performance, we aim to develop a new indicator from which the random variation factor is eliminated. To this end, we propose inventory management efficiency (IME) as a novel metric to which technical efficiency is applied. Design/Methodology/Approach - To properly define IME,we established an inventory turnover function for which the multiplicative model represents the relationship between inventory turnover and its determinants, such as gross margin, capital intensity, and sales surprise, as suggested by Gaur et al. (2005). In addition, based on empirical results and the form of the inventory turnover function, we examine in detail whether the inventory turnover function is well- defined. We then examined the validity of the research model with the inefficiency term, which is a one-sided error, and investigated whether the inventory management inefficiency term exists statistically. Findings - The inventory turnover function suggested in this study is a well-defined function, and IME is an appropriately defined indicator for measuring inventory management performance. Moreover, the actual inventory turnover is determined on average at a level that is less than the maximum inventory turnover expected from the determinants of inventory turnover. Research Implications - IME can be utilized as a newly applicable indicator for evaluating inventory management.

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16

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

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17

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

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18

Kumar Dahal, Rewan. "Management accounting practices and organizational performance." Problems and Perspectives in Management 20, no. 2 (April 13, 2022): 33–43. http://dx.doi.org/10.21511/ppm.20(2).2022.04.

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Management accounting practices (MAPs) are crucial for manufacturing firms to control diverse organizational operations and improve their organizational performance. The study aimed to analyze the scope of MAPs and their association with the organizational performance of Nepalese manufacturing firms. The outcomes relied on primary data obtained through structured survey from 223 medium to top-level employees of the selected companies. It was found that traditional management accounting practices had greater dominance (β = 0.817, p = 0.000) in the package of MAPs than contemporary management accounting practices (β = 0.707, p = 0.000) in Nepalese manufacturing firms. The extent of use of contemporary management accounting practices was marginally greater (mean = 3.757) than traditional management accounting practices (mean = 3.563). The analysis also disclosed no association of MAPs with organizational performance of Nepalese manufacturing firms. Though the study had a moderately small sample size from the manufacturing industry, future studies may examine the association between MAPs and organizational performance by taking samples of the manufacturing and service industry to ensure comparability and generalizations. The study endeavored to advance management accounting literature by presenting pragmatic evidence on the association of MAPs with organizational performance in the Nepalese scenario.

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19

Smt., N.P. Reetha. "FUTURE TRENDS IN PERFORMANCE MANAGEMENT SYSTEM." Shanlax International Journal of Arts, Science and Humanities 6, S2 (February 15, 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 system is the systematic approach to measure the </em><em>performance of employees</em><em>. It is a process through which the organization aligns their mission, goals and objectives with available resources (e.g. Manpower, material etc), systems and set the priorities.  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 through various methods and mechanism.  The competency, skills and knowledge gaps are also identified through this process which can be improved by providing guidance, trainings, coaching and mentoring to employees or teams at different levels and designations. It optimizes the results through a proper channel and process which reduces the conflicts and </em><em>grievances among teams or employees</em><em>. Because each individual is clear about the expectations from his/ her role and put their efforts to meet performance standards.</em>

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20

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

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21

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

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22

Minonne, Clemente, and Geoff Turner. "Evaluating Knowledge Management Performance." Electronic Journal of Knowledge Management (EJKM) 7, no. 5 (January 1, 2009): 583–92. https://doi.org/10.5281/zenodo.3337976.

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As organisations become increasingly aware that knowledge is among their most valuable strategic assets, they will be forced to re-evaluate the way in which they engage with the source of that knowledge to underpin their sustainable development. This will create a fundamental change to established practice; a change that results in a paradigm shift from the traditional operational approach to a more strategic involvement in knowledge management. This change is promoted by the knowledge management maturity model (KM3). KM3 is founded on the idea that successful knowledge management comprises four forms of integration, namely cultural, organisational, procedural and methodical. Despite an emphasis on one of these forms by many organisations, it is understood that all forms of KM integration should be considered in parallel to implement knowledge management practices in an integrative manner. Key indicators that measure the performance of knowledge management integration are needed. They need to measure both effectiveness and efficiency. In many cases, organisations having, and actively executing, a knowledge management strategy tend to focus on the efficiency dimension because it can be evaluated more easily than the effectiveness dimension. Yet this path is fraught with danger because, as with many other aspects of business, the management of knowledge has to be effective before it may provide efficiency gains. Nevertheless, organisations require appropriate forms of measurement. Those that are unwilling, or unable, to develop effective measuring and reporting systems are likely to suffer from product or service quality decreases, lower productivity growth and a reduced ability to compete because they will be less successful in acquiring and using relevant knowledge resources. Key performance indicators that are developed to assess the progress of organisations in this compelling activity need to be aligned with one or another of the four forms of integration and may be either qualitative or quantitative in nature. The balanced scorecard concept is used to measure performance of the KM3 where the balance between the four forms of integration is the prime consideration. Each of these is represented by one segment of the knowledge management monitor (KM2) to facilitate a better understanding of the cause-and-effect relationships. It does so by providing structured information about an organisation's knowledge resources: how they are nurtured and how they contribute to organisational sustainability. At the same time, use of KM2 is related to organisational economy. Good economy means good resource management, which for many organisations translates to how they manage individual and accumulated organisational knowledge. This has become so important that they are looking for a more integrated way of managing the three interdependent and complementary pillars of knowledge management, which are organisational learning management, organisational knowledge management and intellectual capital management. Although these three concepts lack a unifying vision, they all relate to each other by informing one another and provide the pathway for a knowledge-based orientation of strategic management.

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23

Jasim, Haider Mohammed. "IMPROVING INDUSTRIAL PROJECT MANAGEMENT AND EMPLOYEE PERFORMANCE THROUGH MANAGEMENT BY OBJECTIVES." American Journal of Interdisciplinary Innovations and Research 6, no. 10 (October 1, 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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24

Riswan, Riswan. "PERANAN AKUNTANSI TERHADAP MANAJEMEN KEUANGAN USAHA KECIL MENENGAH (UKM) DAN KOPERASI DI INDONESIA." Performance 23, no. 2 (August 10, 2017): 110. http://dx.doi.org/10.20884/1.performance.2016.23.2.274.

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This article discusses the importance of accounting for SMEs and cooperatives, accounting Role Of Financial Management of SMEs and cooperatives in Indonesia and Accountability accounting for SMEs and Cooperatives in Indonesia.

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25

Zulaecha, Ngiu. "THE IMPACT OF TALENT MANAGEMENT ON PERFORMANCE: MODERATING EFFECT OF CAREER MANAGEMENT." Indian Journal of Economics and Business 20, no. 2 (September 3, 2021): 371–87. https://doi.org/10.5281/zenodo.5409729.

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Abstract: Talent managements emphasizes on talent which is defined as a high performance with developed skills. The research will address approaches implemented in talent management across different countries in the world, and then will address studies implemented in the Middle East, and at last the research will provide a detailed case study in Lebanon about the impact of talent management on employees’ performance. The quantitative methodology will be implemented for data collection of 100 respondents to study the impact of talent management on employees’ performance. Retention and talent management will be the independent variables as for performance will be the dependent variable. The results proved that the higher the talent management programs are implemented the higher the retention rate will be and the higher the performance will be.

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26

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

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27

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

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28

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

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29

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

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30

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

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31

Mandla, Rashi. "ENHANCING GENDER-RESPONSIVE POLICING THROUGH PERFORMANCE MANAGEMENT." International journal of social sciences 4, no. 5 (May 1, 2024): 1–6. https://doi.org/10.55640/ijss-04-05-01.

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This study examines the role of performance management in enhancing gender-responsive policing practices aimed at safeguarding women's safety and rights in India. Despite legislative reforms and policy initiatives, women in India continue to face various forms of gender-based violence and discrimination. Effective policing is crucial in addressing these challenges and ensuring women's access to justice and protection. Performance management frameworks, including goal setting, performance measurement, feedback mechanisms, and accountability mechanisms, offer strategic tools for enhancing the effectiveness and responsiveness of policing efforts. This study explores how performance management can be leveraged to promote gender-sensitive policing practices, improve service delivery to women, and enhance police responsiveness to gender-based violence incidents. Drawing on empirical evidence and case studies, the study highlights best practices and challenges in implementing performance management systems within police organizations in India. The findings underscore the importance of integrating gender considerations into performance management frameworks and fostering a culture of accountability and transparency within law enforcement agencies. By strengthening performance management practices, police organizations can contribute to creating safer environments for women and upholding their rights in India.

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32

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

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33

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

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

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34

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

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35

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

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36

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

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37

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

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

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38

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

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39

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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40

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

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41

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

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

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42

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

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43

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

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44

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

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45

Hibah Yuliana Khamila, Fithiyatul Husnah, and Mochammad Isa Anshori. "Agile Performance Management." Sammajiva: Jurnal Penelitian Bisnis dan Manajemen 1, no. 4 (October 12, 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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46

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

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47

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

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48

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

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49

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

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

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