High performance management strategies for entrepreneurial companies: research findings from over 500 firms

1992 ◽  
Vol 29 (06) ◽  
pp. 29-3385-29-3385
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Strategies ◽  
Research Findings

scholarly journals An Integrated Performance Management Model to Be Used By the Botswana Public Service Sector

2014 ◽  
Vol 4 (2) ◽  
pp. 26
Author(s):  
Theophilus Tebetso Tshukudu
Keyword(s):  
Performance Management ◽  
Public Service ◽  
High Performance ◽  
Service Sector ◽  
Management Strategies ◽  
Organisational Culture ◽  
Review Literature ◽  
Performance Model ◽  
Senior Managers ◽  
A Performance

The call for improved performance by government ministries and departments is not a new phenomenon in both the developed and the developing countries. The Botswana public service experiences problems which hamper the country’s ability to be competitive. It is therefore important to investigate strategies used by the Botswana public service for the management in performance. Performance management entails formally guiding, directing, measuring, evaluating and rewarding employee effort, competencies and talent to achieve organisational and strategic objectives (Boselie 2010, p. 173). Performance management is also a combined effort between a supervisor and employee to achieve organisational goals. This study investigates the performance management strategies needed for the effective management of performance in the Botswana public service. Subsequently to review literature, the paper proposes a performance management strategic model for the effective facilitation of the of performance management system for the Botswana public. The proposed integrated model serves as a basis for drawing up a survey questionnaire to establish the extent to which supervisors, line and senior managers in the Botswana public service agree or disagree with the model. The questionnaire was sent to a random sample of supervisors, line and senior managers in the Botswana public service, in the Gaborone, Botswana. The empirical results obtained from the survey were analysed and interpreted. They indicated a strong concurrence with theoretical performance management strategies presented in the study. On the basis of the literature that was completed and on the basis of the results of the empirical study, a performance model for the effective implementation of performance management in the Botswana public service was developed. It must be noted that performance management should not be done in a mechanical manner, but should be understood as an essential tool in achieving the vision and mission of an organisation. Performance management also does not take place in a vacuum. It is essential that an organisational culture be analysed to see in which aspects it fosters or hinders effective performance. The organisational culture should be crafted and reinforced to create a high performance environment. Specific attention should be given to leadership, learning and the alignment of individual, team and organisational goals. 

scholarly journals Mismanaging Unethical Behaviour In The Workplace

2015 ◽  
Vol 31 (2) ◽  
pp. 515 ◽  
Author(s):  
Prakash Singh ◽  
Thembinkosi Twalo
Keyword(s):  
Performance Management ◽  
Research Question ◽  
Management Strategies ◽  
Antisocial Behaviour ◽  
Salient Feature ◽  
Moral Norms ◽  
Unethical Behaviour ◽  
Research Findings ◽  
And Performance

What constitutes unethical behaviour and its mismanagement is the focus of this article. This includes the transgression of moral norms by employees such as greed, corruption, antisocial behaviour and the abuse of company assets for personal enrichment. A salient feature of this case study is its focus on the workers lack of adherence to its ethics policies, and a conscious flagrant disregard for the organizations moral codes by its employees. The research question that inevitably arises is whether the employees resort to unethical behaviour because they fail to achieve their goals through legitimate means, or whether it is simply a flagrant disrespect by them of organizational ethical policies that enunciate the moral norms for all its employees. This exploratory study used the mixed methods approach to investigate this problem. The research findings of this study strongly suggest why the sustainability of an organization can be threatened by reported cases of poor administration, weak management of human and non-human resources, and inappropriate job behaviour and performance of its employees. A key finding is that organizations should not leave managers and their employees to solely rely on their moral intuition and good judgement, but to create a culture with the aid of a performance management system in which there is a clear distinction between ethical and unethical behaviour. This research therefore provides further insight into the need for organizations to develop effective management strategies in order to prevent, detect, and respond forcefully to stamp out unethical behaviour of its employees.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Performance Management Transformation

2020 ◽  
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
High Performance ◽  
Best Practice ◽  
Call To Action ◽  
Daily Work ◽  
The Past ◽  
Great Debate ◽  
The Subject ◽  
New Research

No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.

Developing High Performance: Performance Management in the Australian Public Service

2012 ◽  
Author(s):  
Deborah Blackman ◽  
Fiona Buick ◽  
Michael O'Donnell ◽  
Janine L. O'Flynn ◽  
Damian West
Keyword(s):  
Performance Management ◽  
Public Service ◽  
High Performance

scholarly journals THE EFFECTIVENESS OF REGIONAL REGULATION ENFORCEMENT RELATED TO THE MANAGEMENT OF COVID-19 IN STREET SELLERS IN JAKARTA BARAT

2021 ◽  
Vol 1 (1) ◽  
pp. 25-35
Author(s):  
Bayquni Bayquni
Keyword(s):  
Qualitative Methods ◽  
Performance Management ◽  
Social Services ◽  
Environmental Control ◽  
Social Systems ◽  
Economic Empowerment ◽  
Street Vendor ◽  
Street Vendors ◽  
Research Findings ◽  
And Control

Enforcement of local regulations regarding the handling of Covid 19 against street vendors in the West Jakarta Administrative City is still ineffective based on the lack of discipline on street vendors to comply with Health Protocols and the efforts of Satpol PP in enforcing PERDA to overcome Covid 19. While the theory used is effectiveness according to Tyson & Jackson, which consists of 1) Briefing, (2) Delegation, (3) Control, (4) Accountability, (5) Efficiency, (6) Coordination, (7) Adaptation, (8) Social Systems and Individual Expectations. The research method in this research uses qualitative methods. A qualitative approach is used because it involves the formulation of symptoms, information, or information regarding the enforcement of local regulations on Covid-19 prevention by Satpol PP against street vendors in West Jakarta Administrative City. The use of qualitative methods is supported by a project map on the Nvivo 12 application. The research findings show that the implementation of the enforcement of the Covid-19 countermeasures PERDA on street vendors in West Jakarta City Administration by Sat Pol PP, namely: (1) Satpol PP in enforcing the Covid 19 countermeasures PERDA in street vendors is still not fully effective in the implementation of delegation and control , accountability, efficiency, coordination and adaptation; and (2) The concept of improvement that can be carried out is the enforcement of the regulation on Covid 19 prevention by implementing humanist normative pattern of street vendor control, namely performance management of street vendors with environmental control, social services and economic empowerment of street vendors as business actors in the economic system. community organized according to the conditions of the Covid pandemic 19.

'High-performance' Management Practices, Working Hours and Work-Life Balance

2003 ◽  
Vol 41 (2) ◽  
pp. 175-195 ◽  
Author(s):  
Michael White ◽  
Stephen Hill ◽  
Patrick McGovern ◽  
Colin Mills ◽  
Deborah Smeaton
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices ◽  
Working Hours ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance
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