scholarly journals Views from the executive suite: lessons from the introduction of performance management

2007 ◽  
Vol 31 (3) ◽  
pp. 393 ◽  
Author(s):  
Zhanming Liang ◽  
Peter F Howard
Keyword(s):  
Performance Management ◽  
Continuous Process ◽  
Relevant Literature ◽  
Public Health Care ◽  
Senior Executive Service ◽  
South Wales ◽  
Personal Experiences ◽  
Executive Suite ◽  
Key Steps ◽  
Senior Health

Performance management introduced to the senior health executive levels in the New South Wales public health care system included the senior executive service in 1989 and, as a key element of that service, performance agreements in 1990. This is the first qualitative study examining senior health executives? personal experiences of these changes. In consideration of what has been learnt from the most relevant literature and this study, this paper concludes that the introduction and implementation performance management is a continuous process. This process includes the key steps of planning, measuring, monitoring and evaluating. It can be used as a means to achieve overall effective organisation performance by bringing in a two-way management process for the organisation and its senior health executives.

scholarly journals The Clinical Services Redesign Program in New South Wales: perceptions of senior health managers

2010 ◽  
Vol 34 (3) ◽  
pp. 352 ◽  
Author(s):  
Malcolm Masso ◽  
Glenn Robert ◽  
Grace McCarthy ◽  
Kathy Eagar
Keyword(s):  
Health System ◽  
Performance Management ◽  
New South ◽  
New South Wales ◽  
System Level ◽  
Clinical Services ◽  
Senior Managers ◽  
South Wales ◽  
Health Managers ◽  
Senior Health

Objective.This study explores the views of senior managers regarding their experience of participating in the Clinical Services Redesign Program (CSRP) in New South Wales and the impact of that Program. Methods.Semi-structured interviews were conducted in 2007 with 42 senior managers working in the NSW health system. Results.Managers reported being increasingly oriented towards efficiency, achieving results and using data to support decision-making. The increased focus on managing performance was accompanied by concerns about the narrowness of the indicators being used to manage performance and how these are applied. The value placed by interviewees on the use of ‘competition’ as a lever for improving services varied. Leadership was repeatedly identified as important for long-term success and sustainability. No one was confident that the CSRP had yet been sufficiently embedded in day to day practice in order for it to keep going on its own. Conclusion.Our findings are generally consistent with the extensive literature on change management, performance management and leadership. Some cultural change has taken place in terms of observed patterns of behaviour but it is unrealistic to think that CSRP can on its own deliver the desired deeper cultural changes in the values and assumptions underpinning the NSW Health system. There is some evidence of dysfunctional aspects of performance management but no call for the focus on performance or redesign to be abandoned. What is known about the topic?There has been growing interest internationally in the potential of industrial process improvement models (such as business process re-engineering, Six Sigma and Lean Manufacturing) to secure sustained improvements in the efficiency of healthcare services. Such approaches are often accompanied by the implementation of a rigorous performance management system. However, overall results in the healthcare sector have been mixed with outcomes sometimes falling short of stated ambitions. To date, in-depth research into the use of such approaches and systems in Australia has been limited. What does this paper add?This paper reports on research in New South Wales to evaluate one such approach: the 3-year Clinical Services Redesign Program that aims to achieve transformational, sustainable, system-wide change by ‘undertaking deep seated structural and cultural reform of traditional work practices’. The original CSRP business case envisaged a radical – rather than incremental – approach to system change, in keeping with a ‘re-engineering’ ethos. The qualitative findings presented here are based on interviews in 2007 with 42 senior health managers working at different levels of the health system. These interviews explored the experience of participating in the CSRP and elicited views as to the perceived impact of the Program from a managerial perspective. The findings are related to theories of system level change and compared with the emerging evidence-base relating to large-scale improvement strategies in healthcare. What are the implications for practitioners?Managers support the principle of managing performance by setting targets, with concerns primarily about the narrow focus of the selected targets, how the targets are applied locally and the nature of their central monitoring. Targets need to be well defined and measure the processes and outcomes that really matter. The principle of linking performance with service redesign was also supported. However, interviewees did not believe that changing culture to achieve sustainable change could be brought about by a single centrally-led change program. Significantly, leadership was seen as a critical factor in improving performance but needs to be considered within a broad framework (i.e. a system of leadership) that relies on more than just the attributes of individuals. Finally, management development should not be overlooked, or seen as less important than leadership development. Improvement projects frequently fail in implementation and this is as much a management issue as a leadership issue.

Human Resources Development Practices and Employees' Job Satisfaction

2019 ◽  
pp. 1639-1651
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees' job satisfaction. Employees' job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

scholarly journals Capital buffers based on banks’ domestic systemic importance: selected issues

2015 ◽  
Vol 7 (3) ◽  
pp. 207-220 ◽  
Author(s):  
Michal Skorepa ◽  
Jakub Seidler
Keyword(s):  
Banking Sector ◽  
Relevant Literature ◽  
Capital Requirements ◽  
Content Type ◽  
Individual Level ◽  
Level Data ◽  
National Bank ◽  
Key Steps ◽  
Importance Assessment

Purpose – The purpose of this paper is to assist the numerous regulators around the globe who are currently considering ways to impose domestic systemic importance-based capital requirements on banks. Design/methodology/approach – The article discusses in some detail a number of issues from the viewpoint of regulatory practice, mentioning relevant literature where available. Comments partly reflect the experience that the Czech National Bank gathered over the past two years while preparing its own regime of domestic systemic importance-based capital requirements on banks. Findings – The authors stress, among other points, one weakness of the (otherwise well-designed) method suggested by the Basel Committee for Banking Supervision (BCBS) for assessment of banks’ systemic importance: the method is “relative” in that it does not reflect the absolute importance of the banking sector for the economy. The paper also explains that in some cases, use of individual-level rather than consolidated-level data may be preferable, in contrast to what the BCBS guidance suggests. Further, implications of the buffers over a longer term are pointed out. Originality/value – As far as the authors are aware, this article is the first to comprehensively discuss the main issues surrounding both key steps (systemic importance assessment and determination of buffer level) in the process of introducing buffers based on domestic systemic importance. A number of questions related to these two steps are raised which regulators may appreciate to be reminded of, even if some of the questions are such that it is not possible to give a generally applicable answer to them.

The Role of the Relevant Literature: A Continuous Process

1970 ◽  
Vol 63 (9) ◽  
pp. 407-413 ◽  
Author(s):  
James A. Conway ◽  
Troy V. Mckelvey
Keyword(s):  
Continuous Process ◽  
Relevant Literature

Positivity in the Executive Suite: CEO Performance Management Behaviors and Flourishing Climate

2019 ◽  
Vol 2019 (1) ◽  
pp. 18781
Author(s):  
Amanda Christensen-Salem ◽  
Jaclyn Perrmann ◽  
Angelo J. Kinicki ◽  
Harshad Girish Puranik
Keyword(s):  
Performance Management ◽  
Executive Suite ◽  
Management Behaviors

Organizational and Individual Level Antecedents of Psychological Capital and its Associated Outcomes: Development of a Conceptual Framework

2017 ◽  
Vol 42 (3) ◽  
pp. 205-236 ◽  
Author(s):  
Urmila Rani Srivastava ◽  
Vandana Maurya
Keyword(s):  
Leadership Development ◽  
Positive Psychology ◽  
Conceptual Framework ◽  
Performance Management ◽  
Psychological Capital ◽  
Relevant Literature ◽  
Organizational Level ◽  
Future Research ◽  
Individual Level ◽  
Antecedents And Consequences

The importance of positivity in life has been recognized long time back with the pioneering works of Seligman. Positive psychology as a field was founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within them, and enhance their experiences of love, work and play. However, the potential need to incorporate the principles of positive psychology to enhance the lives of employees at workplace has been identified very lately. This review article starts with the journey from positive psychology to positive organizational behaviour (POB) followed by the elaborated conceptual development of psychological capital (PsyCap) and its uniqueness in relation to other positive constructs. Next section of the article presents evidence of major theoretical contributions in developing the field of POB and PsyCap along with distinction between states versus trait paradigm in Psychology. The purpose of this article is to provide an overview of recently introduced concept of PsyCap and reveal its antecedents and consequences. We have synthesized and integrated recent empirical research examining the nature of the construct of PsyCap and develop a conceptual framework regarding its individual and organizational antecedents and consequences for further understanding of the relevant issues in the area of PsyCap and POB. The organizational level antecedents of PsyCap included in this article are work engagement, organizational justice, workplace social support and authentic leadership. Likewise, individual level antecedents of PsyCap covered in this article are sense of humour and positive emotions. The major potential outcomes of PsyCap in the present article included both desirable (mental health, organizational citizenship behaviour (OCB), creative performance and ethical performance) and undesirable (incivility) work-related organizational outcomes. Several preliminary propositions have been offered to guide future research and the role of PsyCap within a broad theoretical and empirical context is discussed. Finally, we have discussed the gaps in the relevant literature, major issues for future research on PsyCap along with implications and interventions about how management can enhance each within their employees for performance management, leadership development and HR development.

scholarly journals Organizational Behaviour and its Effect on Corporate Effectiveness

2020 ◽  
pp. 121-129
Author(s):  
John Nkeobuna Nnah Ugoani
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Relevant Literature ◽  
Exploratory Research ◽  
The Public ◽  
Organizational Behaviour ◽  
The People ◽  
Strong Positive Relationship ◽  
And Performance ◽  
The Relationship

Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.

Research on Power Supply Enterprise Performance Management System Based on Neural Network Algorithm

2014 ◽  
Vol 687-691 ◽  
pp. 2784-2787
Author(s):  
Xiao Qi Duan
Keyword(s):  
Neural Network ◽  
Performance Management ◽  
Power Supply ◽  
Management System ◽  
Evaluation System ◽  
Relevant Literature ◽  
Operating Performance ◽  
Performance Management System ◽  
Financial Perspective ◽  
The Neural Network

The electric power enterprises are closely related to the national welfare and the livelihood of the masses, nowadays are faced with the challenges from monopolistic management to the competition in the market. In this paper, building performance management system based on neural network for power supply enterprises to evaluate operating performance demonstrated the practical value of the model. Based on the summary of private listing performance management system on the basis of relevant literature, from the financial perspective and non-financial perspective of the establishment of private manufacturing listing performance management system, and constructs the neural network based on neural network and model performance evaluation system. Neural network model of the application results show that the neural network in the performance management system application feasibility. From the shareholders' interests, performance management system can improve the operating performance of the related suggestions in the financial and non-financial aspects.

Development and validation of a measurement scale for the experience capability construct

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frédéric Ponsignon ◽  
Jeffery S. Smith ◽  
Andi Smart
Keyword(s):  
Performance Management ◽  
Relevant Literature ◽  
Customer Experience ◽  
Effective Theory ◽  
Measurement Scale ◽  
Measurement Scales ◽  
Content Type ◽  
Degree Of Certainty ◽  
Six Dimensions ◽  
Development And Validation

PurposeThis study aims to develop and empirically validate the concept of experience capability, which represents an organisation's ability to be adept at managing the customer experience. Organisations that build an experience capability develop an expertise in deploying a set of resources and routines to understand, evaluate and improve how they interact with customers across all the points of contact.Design/methodology/approachA rigorous process was employed to identify, operationally define, evaluate and validate six dimensions reflecting experience capability. The dimensions were developed and validated using relevant literature, expert interviews, item-sorting techniques, a pilot survey and two surveys, providing a degree of certainty that the intellectual insights are generalisable.FindingsThe experience capability concept is identified as comprising six dimensions that are informed by 27 measurement items. The six dimensions are employee training, employee empowerment, employee evaluation, experience performance management, cross-functional work and channel integration. The findings provide evidence suggesting that the multi-item measurement scale exhibits appropriate psychometric properties.Practical implicationsThe empirically validated 27-item measurement scale provides practitioners with an approach to evaluate and improve their organisation's experience capability. It permits both longitudinal comparisons of individual organisations and competitive benchmarking both within and across industry sectors. The approach alerts managers to the critical operational areas that should be measured and provides a structured method to pursue competitive advantage through customer experience capability.Originality/valueDeveloping valid and reliable measurement scales is an essential first step in effective theory-building. The paper proposes a theoretical foundation for the experience capability construct and validates a corresponding measurement scale. The scale was developed carefully to achieve the specificity required to undertake meaningful practitioner-centric assessment while maintaining relevance across sectorial contexts. The results complement existing customer-centric experience research by providing distinct intellectual insights from a practitioner perspective. The developed scale permits future intellectual investigation through capability comparisons both within and between companies in different industries/sectors.

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