Can Performance Management Best Practices Help Reduce Crime?

2017 ◽  
Vol 78 (2) ◽  
pp. 217-227 ◽  
Author(s):  
Obed Pasha
Keyword(s):  
Best Practices ◽  
Performance Management

PRACTICES PROJECT MANAGEMENT STRATEGIES IN OUTSOURCING BEST PRACTICES

2015 ◽  
Vol 77 (5) ◽  
Author(s):  
Mohd Ghozali Hassan ◽  
Adegoke Ojeniyi ◽  
Mohd Rizal Razalli
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Performance Management ◽  
Quantitative Research ◽  
Manufacturing Sector ◽  
Management Strategies ◽  
Postal Survey ◽  
Sample Population ◽  
Successful Implementation ◽  
Communication Management

The successful implementation of outsourcing project within the manufacturing industries has lot of benefits to all party involved  however, the management of such project come with huge pain and losses to the parties. Thus, this paper explores project management strategies in outsourcing best practices within Malaysia manufacturing sector. The study made use of quantitative research methodology by utilizing questionnaire for data collection through postal survey medium. The Malaysian Electrical and Electronic industries were chosen as the sample population where 865 organizations were considered based on Federation of Malaysian Manufacturer directory. The result of this study identified seven major project management strategies for outsourcing best practices namely communication management, performance management, knowledge transfer management, relationship management, crisis management, risk management and cost management. These strategies will guide the relationship between supplier-manufacturer to ensure best outsourcing practices within the manufacturing sector. 

Moving toward patient-based funding through quality-based procedures (QBPs) for GI endoscopy and colposcopy.

2014 ◽  
Vol 32 (30_suppl) ◽  
pp. 43-43
Author(s):  
Nabeela Ratansi ◽  
Aimee Langan ◽  
Irene Blais ◽  
Erin Svara ◽  
Karla Houser ◽  
...  
Keyword(s):  
Best Practices ◽  
Performance Management ◽  
Capacity Planning ◽  
Best Practice ◽  
Care Delivery ◽  
Clinical Pathways ◽  
Quality Care ◽  
Practice Variation ◽  
Evidence Based ◽  
Gi Endoscopy

43 Background: As part of the Ministry’s Health System Funding Reform initiative, Cancer Care Ontario is tasked to develop and implement Quality-Based Procedures (QBPs) for programs such as GI Endoscopy and Colposcopy. QBPs are clusters of patients with clinically related diagnoses or treatments that have been identified by an evidence-based framework as providing opportunity for improving quality outcomes and reducing costs. As stated by the Ministry, the goal is to reimburse providers for the types and numbers of patients treated, using evidence-informed rates associated with the quality of care delivered. Methods: QBPs are multiyear and have four key deliverables: Clinical: developing clinical best practices. Funding: tying best practices to pricing. Capacity Planning: understanding procedure types/volumes for capacity management. Monitoring/Evaluation: measuring the QBP’s impact. Developing the QBPs has involved: Creating Clinical Expert Advisory Groups (CEAG) of clinicians who are recognized for their knowledge and expertise. Tasking the CEAG to define quality and develop best practices informed by literature reviews, jurisdictional scans, and guidelines. Documenting these standards and clinical pathways in a clinical handbook, providing information on the practices that should be implemented to ensure consistent care delivery. The development of best practices is imperative to the foundation of the QBP and spans multiple years. Once best practice development is complete, it will be tied to pricing, where the procedure will be micro-costed based on workload, equipment, supplies, and other administrative costs. Results: The QBPs continue to evolve and aim to: Reduce practice variation. Improve patient outcomes. Improve system accountability. Improve cost-effectiveness of services. Effectiveness will be measured through a performance management framework, including an integrated QBP scorecard measuring appropriateness, access, and efficiency. Conclusions: The underpinning for moving towards an evidence-based, patient-based funding model involves defining quality standards and clincal best practices, and applying these guidelines to determine the cost of quality care.

Strategic HR Integration and Proactive Communication during M&A: A Study of Indian Bank Mergers

2012 ◽  
Vol 13 (3) ◽  
pp. 407-419 ◽  
Author(s):  
A. Uday Bhaskar ◽  
Kanika T. Bhal ◽  
Bijaya Mishra
Keyword(s):  
Best Practices ◽  
Mergers And Acquisitions ◽  
Performance Management ◽  
Performance Management System ◽  
Bank Mergers ◽  
Employee Communication ◽  
Strategic Integration ◽  
The Past ◽  
Strategic Human Resources ◽  
Proactive Communication

Research in the past has documented the use of strategic human resources (HR) integration and proactive communication as best practices in mergers and acquisitions (M&A) to deliver the expected synergy out of a combination (merger or acquisition). The failure of majority of M&A deals has been attributed to improper handling of HR issues and lack of a thorough understanding of the merger/acquisition context by the acquiring management. This study was initiated to understand how proactive communication and strategic integration of HR issues improves the chances of deal success. Based on data collected through field interviews with managers of two bank mergers in India, it was concluded that strategic employee communication, appropriate changes in the performance management system and a compensation structure with cutting edge strategic HR practices paved the way for successful integration and merger success in one of the cases studied.

Public Sector Organizations

2000 ◽  
Vol 29 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Dick Grote
Keyword(s):  
Public Sector ◽  
Best Practices ◽  
Performance Management ◽  
State Agencies ◽  
City Governments ◽  
The Public ◽  
Public Sector Organizations ◽  
New Ideas ◽  
Innovative Work ◽  
Parole Boards

Who's coming up with the best new ideas for managing people's performance on the job? Surprisingly, some of the most innovative work in developing new approaches to performance management is being done these days by organizations in the public sector. When executives look for breakthrough thinking and best practices, their best sources frequently turn out to be state agencies and city governments, federal bureaucracies, and your local pardons and parole boards.

Best Practices When Using 360 Feedback for Performance Appraisal

2019 ◽  
pp. 19-60 ◽  
Author(s):  
Emily D. Campion ◽  
Michael C. Campion ◽  
Michael A. Campion
Keyword(s):  
Best Practices ◽  
Performance Management ◽  
Performance Appraisal ◽  
Best Practice ◽  
Professional Literature ◽  
Comprehensive List ◽  
360 Feedback ◽  
Management Processes ◽  
Future Work ◽  
Strategic Consideration

This chapter draws from 221 articles or book chapters collected from researchers and professional literature to provide the basis for a list of 56 best practices when 360 Feedback is used to support performance management processes. The practices are grouped into nine categories: strategic consideration, items, scales, raters, administrations, training/instruction, and interpretation of feedback, development, and review. In each section, the authors define and address the importance of each category, briefly discuss practices illustrative of each category, and propose future work needed to further elaborate on the practices within each category. Each best practice is supported with a comprehensive list of resources, with each reference provided in an Appendix.

A Performance Management Solution: Productivity Measurement and Enhancement System (ProMES)

2015 ◽  
Vol 8 (1) ◽  
pp. 93-99 ◽  
Author(s):  
Anne Scaduto ◽  
Brendan Hunt ◽  
Daniel Schmerling
Keyword(s):  
Best Practices ◽  
Performance Management ◽  
Corporate Leadership ◽  
Productivity Measurement ◽  
And Performance ◽  
A Performance

Pulakos, Mueller Hanson, Arad, and Moye (2015) have stated that performance management (PM) best practices have resulted in the dissatisfaction of employees and managers with PM reviews and systems. The authors have suggested that the focus should be on driving critical PM behaviors that have been shown to increase engagement and performance. Corporate Leadership Council (2004) research demonstrated that increased engagement takes place when PM behaviors such as setting clear expectations, providing regular feedback, and helping employees develop and succeed occur. In addition, effective PM happens when employees are contributing to the process as well.

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