scholarly journals Supervisors and Performance Management Systems

2020 ◽  
Vol 128 (6) ◽  
pp. 2123-2187 ◽  
Author(s):  
Anders Frederiksen ◽  
Lisa B. Kahn ◽  
Fabian Lange
Keyword(s):  
Performance Management ◽  
Management Systems ◽  
Performance Management Systems ◽  
And Performance

Aligning Strategy and Performance Management Systems

2016 ◽  
Vol 30 (1) ◽  
pp. 3-26 ◽  
Author(s):  
Rui Vieira ◽  
Brendan O’Dwyer ◽  
Roman Schneider
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Wind Farm ◽  
Management Systems ◽  
Management Decision ◽  
Performance Management Systems ◽  
Sustainable Performance ◽  
Management Decision Making ◽  
And Performance ◽  
Environmental Goals

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 sustainable performance tends to establish them in isolation from informed evaluations of existing systems. Drawing on the case analysis, the article proposes a form of “sustainable balanced scorecard” to enable a company to streamline its management decision making. It also offers guidance for companies on the development of PMSs that can contribute to their survival and growth in a wind energy sector characterized by increasing competition.

scholarly journals A Hybrid Human-Data Methodology for the Conception of Operational Performance Management Systems

2021 ◽  
Author(s):  
Diogo Ginjo Jantarada ◽  
Antonio Grilo
Keyword(s):  
Performance Management ◽  
Business Performance ◽  
Design Thinking ◽  
Operational Performance ◽  
Management Systems ◽  
Extensive Literature ◽  
Performance Management Systems ◽  
Baggage Handling ◽  
And Performance

To excel in the overall business performance, daily processes and activities connected to produce a good or service need to be outperformed. Even though there is extensive literature on performance management and performance management systems, there is still no consensus over the conceptual model of such systems, in what is designated as Operational Performance Management Systems (OPMS). This chapter proposes a new approach to conceive feasible and desirable OPMS tools to assist managers on controlling and responding to operational needs, by combining Design Thinking (DT) and Data Analytics (DA), that provide holistic and deep business knowledge, as well as a data-driven based management. The authors conduct an empirical application through a case study within the context of a European airport’s Baggage Handling System (BHS). The case study procedure follows the proposed methodology’s stages, where the authors construct the problem space with a wide array of collected data, along with the solution exploration and refinement.

Ten Years After: The Development of a University Staff Pay System—Reflections and the Lessons Learned

2019 ◽  
Vol 51 (1) ◽  
pp. 27-43
Author(s):  
Steven L. Thomas ◽  
Lyn M. McKenzie
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Public University ◽  
Lessons Learned ◽  
Management Systems ◽  
Important Process ◽  
University Staff ◽  
Performance Management Systems ◽  
Pay System ◽  
And Performance

This article documents the development and implementation of a new staff pay system for a large, comprehensive, public university. It discusses decisions that were made, alternatives chosen, important process issues and outcomes, as a guide to administrators and human resource staff into what can be expected as new job structures, pay and performance management systems are developed. The authors review program successes and remaining challenges from the perspective of 10 years after system implementation.

Frontline managers' implementation of the formal and informal performance management systems

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qian Yi Lee ◽  
Keith Townsend ◽  
Adrian Wilkinson
Keyword(s):  
Performance Management ◽  
Management Systems ◽  
Frontline Employees ◽  
Structured Interviews ◽  
Content Type ◽  
Performance Management Systems ◽  
And Performance ◽  
Frontline Managers ◽  
Primary Contribution

PurposeThe implementation of performance management is the responsibility of managers; more importantly, a key part of a frontline manager's role is ensuring that frontline employees are performing by meeting organisational goals. Existing research has shown a lack of focus on the role of frontline managers in the implementation of performance management systems despite plenty of research on the separate topics of frontline managers and performance management. This article aims to understand how frontline managers connect the intended performance management system, through components and processes developed by the human resources department and higher levels of management, with their employees' performance.Design/methodology/approachThis study used a qualitative method, conducting semi-structured interviews with 57 participants from two Singapore public sector organisations to understand the interaction between the formal and informal performance management systems.FindingsThe authors found that frontline managers used the formal and informal performance management systems in the organisation to manage the demands of their role. Notably, the expectations that superiors and subordinates have heavily influences how the frontline managers choose to implement their performance management responsibilities.Originality/valueThe article uses systems theory to illustrate and explain the complex and dynamic nature of PM in practice through the FLM's implementation of the formal and informal PM systems. The primary contribution of the study is through demonstrating under what situations do frontline managers use the formal and informal performance systems in a complementary manner within the constraints placed on them.

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