Reward Practices and Performance Management System Effectiveness

2003 ◽  
Vol 32 (4) ◽  
pp. 396-404 ◽  
Author(s):  
EDWARD E. LAWLER
Keyword(s):  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
And Performance ◽  
System Effectiveness

scholarly journals Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

2022 ◽  
Vol 14 (1) ◽  
pp. 482
Author(s):  
Erlin Trisyulianti ◽  
Budhi Prihartono ◽  
Made Andriani ◽  
Kadarsah Suryadi
Keyword(s):  
Performance Management ◽  
Circular Economy ◽  
Management System ◽  
Secondary Data ◽  
Primary Data ◽  
Performance Management System ◽  
Strategic Objectives ◽  
Management Framework ◽  
Sustainable Performance ◽  
And Performance

The circular economy concept needs to be part of the performance management system so that it is in line with a company’s vision and mission. Thus, the circular economy will play an important role at the operational level of companies. The circular economy needs to be internalized, starting by formulating the company’s vision and mission, establishing strategic objectives and performance indicators, and creating resource allocation policies. This research aims to design a sustainable performance management system in the context of a circular economy for state-owned plantation enterprises (SOPEs). This study used a qualitative research coding method that was validated in three SOPEs in Indonesia. Validation was performed by comparing the framework based on the conceptual formulation with the data and information obtained during field assessment. Primary data came from interviews with 15 managers, while secondary data came from official company documents. The research results show that the initial framework that was built is in accordance with the results of the exploration of the circular economy strategic objectives in the three SOPEs. The results of the 100 percent validation and perception test of managers on the range of values are important. Therefore, the proposed framework can be used in SOPE.

scholarly journals Overview of Performance Management System with reference to Higher Education in Bahrain

2015 ◽  
Vol 5 (2) ◽  
pp. 104
Author(s):  
Mahmood Asad Ali ◽  
Joma Mahfod
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Relations ◽  
Performance Management System ◽  
Learning And Development ◽  
Management Leadership ◽  
And Performance

This paper focus on the nature, technics and the practice of performance management system applied in the higher education in Bahrain.  Therefore, the chapter covers essential area related such as performance appraisal, promotion, rewards, and specifically: vision, mission, value and strategy; organization; employees’ talent management, leadership development; employee relations; staffing; education, learning and development; and performance management. The scope of this paper is to cover the applications of the performance management system in the Higher Education in Bahrain. The paper demonstrates the main obstacles and provide suggestion for solving the difficulties for the performance management system in higher education in Bahrain. 

Implementation issues and their impact on strategic performance management system effectiveness – an empirical study of Indian oil industry

2015 ◽  
Vol 19 (2) ◽  
pp. 71-82 ◽  
Author(s):  
Mohammad Akhtar ◽  
Raj Kumar Mittal
Keyword(s):  
Literature Review ◽  
Performance Management ◽  
Management System ◽  
Oil Industry ◽  
Research Problem ◽  
Performance Management System ◽  
Content Type ◽  
Strategic Performance ◽  
Different Dimensions ◽  
System Effectiveness

Purpose – The paper aims to study the implementation issues and managerial practices impacting the success of strategic performance management system in Indian industry. It has been empirically validated in Indian oil industry. As number of companies adopting SPM has not been able to reap benefit of SPM implementation, a study has been conducted to find reasons in Indian industry. The findings are discussed, and implications for researchers and practitioners are provided in this paper. Limitations and suggestions for further research are also given at the end of the paper. Design/methodology/approach – From the literature review, research problem, critical implementation issues and dimensions of effectiveness of the SPM system have been identified. Accordingly research objectives and hypothesis have been designed and tested by conducting survey in Indian oil industry. The hypothesis that implementation issues are positively impacting the effectiveness parameters of SPM system has been empirically validated using univariate, correlation analysis and multi-variate analyses, t-test, F-test and regression analysis. The validated model has been presented. Findings – A number of critical implementation issues are positively impacting different dimensions of the SPM system effectiveness. SPM managerial/implementation issues such as the use of SPM by top management, selection of right and adequate performance measures, SPM implementation by champions, the use of SPM as a strategic tool, quality and flow of data, incentive scheme aligned with SPM and good organisational acceptance of SPM are critical implementation issues of SPM which affect different dimensions, viz., strategic alignment, strategic monitoring, financial, customer, internal process and learning objectives of the enterprise. Research limitations/implications – The objective was to study SPM implementation issues and its impact of SPM effectiveness. Indian oil industry being early adopters of the advance SPM methodology and tools, has been chosen for the study and empirical validation. The validated model provides a better insight on the linkages of SPM implementation factors with different dimensions of SPM to researchers and practitioners. The validated model can be help tool in SPM implementation, making SPM a success in driving performance improvements in the organisations. Though recommendations are general, a comparatively large sample size across different industries and sectors combining quantitative and qualitative study would further enhance the utility and reliability of the model. Practical implications – The validated model provides guidelines to practicing managers on critical implementation and managerial issues to be taken care of in the SPM system implementation. Originality/value – The research problem has been identified based on literature review. Research objectives and hypotheses have been framed and empirically validated. It provides insight of the effect of implementation issues on different dimensions of SPM effectiveness. The study has filled the research gap of such a study in Indian industries. The validated model provides guidelines to practitioners and researchers and contributes to the literature.

scholarly journals A Study of Performance Management System as a Strategic Tool of HRM

2020 ◽  
Vol 3 (10) ◽  
pp. 155-157
Author(s):  
Ashwini Walhekar ◽  
Anita Khatke
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Management System ◽  
High Performance ◽  
Performance Management System ◽  
Traditional Role ◽  
High Performer ◽  
Effective Performance ◽  
And Performance ◽  
New System

In present hard-hitting competition, one of the strategies to be a successful organization is to get right candidates for every available position in the organization and retain the good employees to have better and highly motivated workforce. So what actually needed for an organization and managers is to attract, retain and motivate a talented workforce? It is proven fact that all high performance organizations whether public or private are and must be focus on developing and adopting effective performance measurement and performance management system; because it is only with the help of these systems organization can remain high performer. Now-a-days, in any industry whether small or big, human resource management not just plays traditional role but they are using various strategical tools of HRM to evaluate its employees’ performance and manage it accurately with a new system in the field of HRM known as Performance Management System (PMS). PMS helps the organization in aligning individual’s goal and objectives with organizational objectives. This paper deals with how PMS can be utilized for taking various strategic HR decisions and the effectiveness of PMS. The result of the study shows that a performance management system acts as a strategic tool and a powerful foundation for the employees to achieve their ambitions and organizations to achieve their key financial goals.

Sign in / Sign up

Export Citation Format

Share Document