Driver performance appraisal using GPS terminal measurements: A conceptual framework

2013 ◽  
Vol 26 ◽  
pp. 49-60 ◽  
Author(s):  
Barış Şimşek ◽  
Fatma Pakdil ◽  
Berna Dengiz ◽  
Murat Caner Testik
Keyword(s):  
Conceptual Framework ◽  
Performance Appraisal ◽  
Driver Performance

HR analytics and performance appraisal system

2017 ◽  
Vol 40 (6) ◽  
pp. 684-697 ◽  
Author(s):  
Anshu Sharma ◽  
Tanuja Sharma
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Performance Appraisal ◽  
Appraisal System ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Settings ◽  
Employees Satisfaction ◽  
Management Area ◽  
And Performance

PurposeThis paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues. Design/methodology/approachThe paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management. FindingsThe paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance. Research limitations/implicationsThe paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings. Originality/valueThe paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

Driver Performance Model: I. Conceptual Framework

2002 ◽  
Vol 46 (23) ◽  
pp. 1925-1929
Author(s):  
J. M. Heimerl
Keyword(s):  
Control Theory ◽  
Conceptual Framework ◽  
Performance Model ◽  
Manual Control ◽  
Comprehensive Model ◽  
Program Managers ◽  
Road Map ◽  
Driver Performance

A comprehensive model that combines the necessary aspects of vehicle characteristics, manual control theory, and human sensory and cognitive capabilities (and limitations) is needed to efficiently and effectively guide experiments, and to predict or assess overall driver performance. Such a model would enable Army program managers to rank competing workload configurations and scenarios in proposed vehicles, and to focus resources on the most promising. Ultimately such a model would replace or significantly reduce reliance on the current costly process: multiple hardware iterations of “design-test-fix.” Currently no such comprehensive model exists. This paper discusses a conceptual framework designed to encompass the relationships, conditions and constraints related to direct, indirect and teleoperated modes of driving, and so provides a guide or “road-map” for the construction and creation of a comprehensive driver performance model.

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nurul Amirah Ishak ◽  
Md Zahidul Islam ◽  
Wardah Azimah Sumardi
Keyword(s):  
Resource Management ◽  
Knowledge Transfer ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Content Type ◽  
Member Exchange

Purpose This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research. Design/methodology/approach An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT. Findings The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework. Research limitations/implications This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework. Practical implications The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations. Originality/value While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

scholarly journals Standaarde vir prestasiebeoordeling van akademiese personeel aan ‘n verplegingskollege

Curationis ◽  
2000 ◽  
Vol 23 (1) ◽  
Author(s):  
H. Aucamp ◽  
Marie Muller
Keyword(s):  
Conceptual Framework ◽  
Performance Appraisal ◽  
Academic Staff ◽  
Research Strategy ◽  
Job Descriptions ◽  
Professional Nurse ◽  
Descriptive Research ◽  
Organisational Climate ◽  
Validity Studies ◽  
Nursing College

The purpose with this research is to formulate standards for performance appraisal of academic staff within a nursing college. A qualitative exloratory and descriptive research strategy was utilised, within the context of Gauteng nursing colleges. The conceptual framework on which the standards are based, was developed by exploring and describing existing job descriptions of academic staff (Chief Professional Nurse) employed in nursing colleges, as well as the expectations of academic staff regarding performance appraisal in the college. These results were exposed to a literature control prior to the writing of final statements and a conceptual framework for the formulation of these standards. The standards are divided into three main dimensions, viz. the organisational climate within the nursing college, the purpose of performance appraisal and finally the process of performance appraisal. It is recommended that these standards be implemented in nursing colleges and exposed to further validity studies.

Effectiveness of performance appraisal

2016 ◽  
Vol 45 (2) ◽  
pp. 334-352 ◽  
Author(s):  
Malik Ikramullah ◽  
Jan-Willem Van Prooijen ◽  
Muhammad Zahid Iqbal ◽  
Faqir Sajjad Ul-Hassan
Keyword(s):  
Conceptual Framework ◽  
Performance Appraisal ◽  
Organizational Effectiveness ◽  
Design Methodology ◽  
Competing Values ◽  
Content Type ◽  
Single Criterion ◽  
Practical Model ◽  
Comprehensive Framework

Purpose – The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach. Design/methodology/approach – The review employs a three-step approach: first, the paper discusses the existing criteria to determine the effectiveness of PA systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the PA system in the competing values model to develop a comprehensive framework for the effectiveness of PA systems. Findings – A practical model is developed, taking into account the processes and procedures involved in PA systems. Originality/value – The paper is designed to provide a guideline for managers to consider the effectiveness of a PA system. The paper suggests that assessing the effectiveness of a PA system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a PA system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.

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