Promote Internally or Hire Externally? The Role of Trust, Reciprocity, and Performance Measurement Precision

2021 ◽  
Author(s):  
Eric W. Chan ◽  
Jeremy B. Lill ◽  
Victor S. Maas
Keyword(s):  
Performance Measurement ◽  
Measurement Precision ◽  
And Performance

scholarly journals Organizational Honestly Guidance by Ability Superintendents

2012 ◽  
Vol 1 (2) ◽  
pp. 287
Author(s):  
Nasser Fegh-hi Farahmand
Keyword(s):  
Performance Measurement ◽  
Conceptual Model ◽  
Positive Association ◽  
Growth Orientation ◽  
And Performance ◽  
Minority View

The role of organizational is to implement organizational tactic. Effective organizationalhonestly guidance is one of the important factors in organizations success. There areability superintendents who argue that formal written planning may be inappropriate forthe organizations but this seems a minority view. The tactics importance of organizationalcustomers is discussed as an asset. Also this paper describes the approach toorganizational honestly guidance at organizations. This paper proposes a relation oforganizational honestly guidance by ability superintendents and reviews the organizationaltactics and performance measurement literature to develop a conceptual model andresearch propositions. It is concluded that ability manager's characteristics can beimportant in explaining and compilation the organizational honestly guidance within theorganizations for implementation. This paper is to explore the ways in which certaincharacteristics of ability superintendents of organizations generate a tendency to prepareformal written organizational tactics. The ability manager's characteristics showing asignificant association with a commitment to organizational honestly guidance and alsoorganizational honestly guidance showed a positive association with those abilitysuperintendents with a growth orientation. In fact, organizations influence whether or notthose organizations engage in organizational tactics. In this field, the focus is on thespecial characteristics of ability superintendents such as education type and level.

A cultural approach of embedding KPIs into organisational practices

2015 ◽  
Vol 64 (7) ◽  
pp. 932-946 ◽  
Author(s):  
Zamzulaila Zakaria
Keyword(s):  
Performance Measurement ◽  
Cultural Change ◽  
Main Method ◽  
Content Type ◽  
Cultural Intervention ◽  
Cultural Approach ◽  
Ethnographic Studies ◽  
And Performance ◽  
Document Review

Purpose – The purpose of this paper is to discuss the ways in which organisations embedding key performance indicators (KPIs) as part of their organisational activities. Specifically this paper shows the role of cultural change programme in enabling the implementation of KPIs in the context of this study. Design/methodology/approach – The present study was conducted using ethnographic approach. Consistent with tradition in doing ethnographic studies, observation was the main method employed in this study. Additionally, this study employed interview and document review methods. Findings – This study concludes that the operation of KPIs in this organisation were made to work through a programme of cultural change. This finding suggests that accounting measurements such as KPIs can be embedded as part of organisational activities through cultural intervention. Practical implications – This study provides empirical evidence of the actions people do in making performance measurement works in organisations. Originality/value – This study adds to the limited number of literatures that link culture and performance measurement.

scholarly journals PERANCANGAN SISTEM PENGUKURAN KINERJA PT. CENTRAL PROTEINA PRIMA Tbk MELALUI PENDEKATAN HUMAN RESOURCES SCORECARD

2016 ◽  
Vol 12 (2) ◽  
pp. 156
Author(s):  
Erza Ardenta Wicaksana ◽  
Darsono Darsono ◽  
Joko Sutrisno
Keyword(s):  
Human Resources ◽  
Performance Measurement ◽  
Performance Appraisal ◽  
Measurement System ◽  
Performance Measurement System ◽  
Central Protein ◽  
Measurement Results ◽  
And Performance ◽  
Hierarchy Process

PT.  Central  protein  Prima,  Tbk.  still  do  not  have  a  performance measurement system that supports the role of the human resources of the company's strategy.  Human  Resources  Scorecard  is  a  system  for  measuring  human  resource linking  people,  strategy  and  performance  to  produce  a  superior  company.  Human Resources  Scorecard  outlines  the  vision,  mission,  strategies  into  action  Human Resources  measurable  contribution.  PT.  Central  protein  Prima,  Tbk.  requires  a measurement of performance of human resources. The concept used is the company's Human  Resources  Scorecard  in  order  to  improve  and  enhance  the  performance  of human  resources  in  order  to  achieve  the  vision  and  mission  of  the  company.  The purpose of this study was to determine the performance measurement system design, implementation and comparison of results of design performance measurement results in  2013  and  2014  according  to  the  Human  Resources  Scorecard  at  PT.  Central protein Prima, Tbk. This research method using Analytical Hierarchy Process (AHP) to determine the weight and Likert scale to determine the score of the assessment of performance  measurement.  The  results  of  the  measurement  of  the  performance appraisal of human resources at PT. Central protein Prima Tbk. In 2013 obtained a score of 94.6 percent means the performance has yet to reach the target with yellow and  votes  in  2014  obtained  a  score  of  101.4  percent  means  the  performance  has reached the target with green ratings.

scholarly journals The Role of Corporate Culture in Performance Measurement and Management Systems

2020 ◽  
Vol 8 (4) ◽  
pp. 75
Author(s):  
Michaela Kotkova Striteska ◽  
David Zapletal
Keyword(s):  
Performance Measurement ◽  
Control Systems ◽  
Corporate Culture ◽  
Management Systems ◽  
Sufficient Energy ◽  
Chi Squared ◽  
Research Findings ◽  
And Performance ◽  
The Relationship

Recently, there has been increasing pressure to change current performance measurement and management systems from control systems to those that support learning and continuous improvement. This change requires a specific corporate culture that supports the effective operation of performance measurement and management. This paper aims to clarify the relationship between corporate culture and performance measurement and management systems. Questionnaire survey data from Czech medium and large companies were collected and analyzed by Pearson’s chi-squared test to validate the proposed hypothesis. The research findings confirmed that performance measurement and management systems of companies that devoted sufficient energy and attention to performance-driven culture are more effectively developed. Analysis of different performance-driven culture attributes revealed which are the most important ones.

scholarly journals Comprehensive performance measurement and management – innovativeness and performance through reflective practice

2017 ◽  
Vol 13 (3) ◽  
pp. 425-448 ◽  
Author(s):  
Juhani Ukko ◽  
Sanna Hildén ◽  
Minna Saunila ◽  
Kati Tikkamäki
Keyword(s):  
Performance Measurement ◽  
Reflective Practice ◽  
Performance Management ◽  
Theory And Practice ◽  
Organizational Practice ◽  
Content Type ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
And Performance

Purpose The purpose of the study is to investigate how organizations can exploit performance management through reflective practice to foster innovativeness and performance. Design/methodology/approach A conceptual framework has been designed to link the studied concepts and to explicitly indicate current research gaps in the area. Moreover, the authors have conducted interventionist case studies to understand the interconnections between theory and practice. Findings This study showed that there are many possibilities with which to exploit performance management through reflective practice to foster innovativeness and performance. The study has three main implications. First, reflective practice can be learned and developed. Second, reflective practice is connected to innovativeness and performance. Third, performance management through performance measurement systems can assist in targeting the reflective practice. Originality/value New forms of performance measurement and management are receiving increasingly amount of attention, because the traditional forms of managing organizations do not fulfill the needs of rapidly changing environment. Prior studies maintain that a performance measurement and management supports the periodic execution of the same routines in organizations where changes are small or non-existent. In these forms, the role of reflection as an individual, collective or organizational practice is emphasized.

scholarly journals Complementarities In Organizational Design Of Franchising Networks

2016 ◽  
Vol 32 (4) ◽  
pp. 1199-1216
Author(s):  
Hela Chakroun ◽  
Mehdi Nekhili ◽  
Tawhid Chtioui
Keyword(s):  
Performance Measurement ◽  
Organizational Design ◽  
Geographic Distance ◽  
Incentive System ◽  
Decision Rights ◽  
Chain Management ◽  
Allocation Of Decision Rights ◽  
And Performance ◽  
The Relationship

This study investigates complementarities between components of the organizational design of franchising networks. We examine three components of governance, rarely distinguished as such in previous studies involving franchising: allocation of decision rights, performance measurement and incentives. We also analyze interdependencies between these variables. In particular, interdependencies seem more evident between the incentive system and the allocation of decision rights to franchisees, and between the incentive system and performance measurement. We also provide evidence of the role of three franchisee characteristics in franchising’s organizational design: multi-unit ownership, age of the relationship, and geographic distance. Implications for chain management are provided.

Sign in / Sign up

Export Citation Format

Share Document