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Background At present, Beijing has formulated a series of performance management policies for community health service centers, most of which focus on assessment and have not yet formed a performance management system. At the same time, there are still many problems in performance management considering the actual work of the centers. On the basis of the original internal performance appraisal system, this study improved the performance management in view of the existing problems, formed a set of performance management system applicable to the district community health service center, provided a reference for the community health service centers to establish a scientific performance management system in the future, and promoted the development of community health service work. Objective To explore the effect of performance management in community health service center. Methods In 2019, this group conducted a baseline survey on the current status of performance management in terms of center position setting, assessment indicators and weights, performance feedback and improvement in 18 community health service centers in Tongzhou District, Beijing. The Delphi expert consultation method was used to determine the evaluation indicators of the implementation effect of performance management, and the Internal Performance Management Manual of Community Health Service Centers (hereinafter referred to as the Manual), which contains 6 first-level indicators (number of services, service utilization, service quality, medical staff performance evaluation, patient satisfaction, and target management) and 34 second-level indicators, was finally determined. 2021, the evaluation of the application effect of the Manual was carried out (number of services, service utilization, service quality, medical staff performance evaluation, patient satisfaction, and target management) . Results The service quantity, service utilization and service quality of key work in 2020 were improved compared with those of the previous year, except for the family doctor contract rate and the real physical examination rate of the elderly, which were slightly lower than the regional average level, other indicators were higher than the regional level; performance management evaluation: Medical staff believed that the salary and workload were relatively matched and very matched increased by 29.8%; the cognition of center development goals, department development goals and individual work priorities increased by 15.6%, 13.2% and 2.6% respectively; the assessment indicators were in line with the actual work increased by 20.6%; reasonableness of index weight value and the secondary performance distribution of departments and stations increased by 19.4% and 8.3% respectively; the incentive that is strong increased by 18.3%; the performance improvement effect increased by 18.1% significantly; the overall satisfaction with performance management increased by 11.8%. Resident satisfaction: satisfaction with chronic disease management, children's health management, medical staff's technical level, and medical treatment results improved to varying degrees. Year-end assessment of district level: except for 1 center whose ranking remained unchanged, the rest of the centers were all improved. Salary: annual per capita incomes of on-the-job workers, doctors, nurses, and preventive and public health personnel increased by 5.2%, 7.6%, 8.4%, and 10.4% respectively, which was forty seven, eighty seven, forty four and thirty nine thousand higher than that of the whole region. Conclusion After the demonstration of community health service centers with different economic development levels, the application effect of the performance management system is remarkable, which improves the quantity and quality level of key work in the community, enhances the enthusiasm and service ability of medical staff, and then improves the satisfaction of patients, and it has certain promotion value. However, the number of centers that apply performance management system is limited and the time is short, so it is necessary to expand the application scope and continue to track the application situation in the future.

Human resource management (HRM) plays a vital role in the growth and sustainability of companies and in achieving company objectives, as HRM relates to the workers’ practices and their functional roles. The main objective of this paper is to identify the HRM strategies, practices and their impact on worker’s performance in the Architecture, Engineering, and Construction (AEC) Industry. The method which was used in this study was based on three stages. After the completion of the database and web engine search, the total number of sources found were 149. Next, the sources’ titles and abstracts were reviewed and those marked as relevant to the review were chosen to be retrieved and thoroughly reviewed. The sources were chosen based on the following inclusion criteria: (a) the sources implied in HRM strategies in the AEC industry, (b) the sources released between 2010 and 2023, (c) the online sources, and (d) the English-language sources. Also, the selected sources are reviewed to extract the factors using the content analysis method which is a thorough and systematic study of the contents of a specific body of material. In addition, content analysis is carried out to extract practices of HRM strategies and their impact on worker performance. This can be followed up and observed through the figures and tables that come later. As a final result, which concludes the outputs of the previous stages which results in a first-round total of 31 HRM strategies practice but in the second-round result of reaching 39 different sources from 149 related sources. After that, discussing the most popular between them based on the appearance of it in the sources which reviewed beside that, the impact of it on worker’s performance were viewed in the AEC industry. Based on that, it was found the following 5 categories of strategies: (1) Human Resources Planning; (2) Polarization and Recruitment; (3) Training and Development; (4) Human Resources Following-up; (5) Career Planning. At the same time the most popular practices are based on appearance in sources: In terms of Human Resources Planning Strategy, “The company’s management analyses the functions accurately”. In Polarization and Recruitment Strategy, “The company’s internal resources are the best to provide its human resource needs” and “Selection and recruitment policies are in line with the company’s current and future needs”. In Training and Development of Human Resources Strategy, “The company evaluates the results of development and training programs to achieve the purpose of feedback”. In Human Resources Following-up Strategy, “There is a fair incentive system in the company”. In Career Planning Strategy, “There is a clear description of the relationship of workers to each other”. Finally, human resource management strategies and practices are one of the major players in the AEC industry, which is evidenced by its impact on the performance of workers. First published online 22 October 2024

Orientation: Performance management aligns individual and organisational goals, enhancing employee motivation, sustaining organisational success. Research purpose: The study aimed to investigate challenges experienced by security managers with performance management systems in a tertiary institution in Durban, South Africa. Motivation for the study: Understanding challenges delivers insights to advance organisational effectiveness, support sustainable development, and enhance human resources (HR) practices in the higher education security sector. Research approach/design and method: A qualitative approach was used. Twelve security managers were purposively selected for semi-structured interviews. Data were analysed using thematic analysis and NVivo software. Main findings: The study identified three challenges, namely inadequate training, education, development and communication, technological barriers and low computer literacy, limited resource allocation, inconsistent rewards, and a lack of transparency. These challenges were found to hinder performance management system application, reducing employee engagement and productivity. Practical/managerial implications: The study recommends the institution increase adult basic education and training in technological skills and literacy. Enhancing feedback mechanisms, conducting performance needs assessments, and implementing fair reward strategies may improve sustainable development of performance management practices. Contribution/value-add: The study advocates for practical strategies in response to the challenges faced by security managers to enhance performance aligned with sustainable development goals 4 (quality education), 8 (decent work and economic growth), 10 (reduced inequalities) and 16 (peace, justice and strong institutions), contributing to sustainable HR, embracing contextualised performance management application in developing countries.

Purpose – It aims to emphasize the importance of effective performance management practices in today's competitive business landscape, highlighting how they contribute to organizational success through enhanced employee motivation, engagement, and productivity. Aims(s) –The aim of this paper is to investigate various aspects of performance management, focusing on goal setting, feedback mechanisms, performance appraisals, recognition, and coaching. By examining the relationship between performance management and employee motivation, the paper aims to provide insights for organizations to design strategies that foster a motivated workforce and drive performance. Design/methodology/approach – it examines real-world examples and best practices to illustrate how organizations can implement these strategies to enhance employee motivation and ultimately achieve organizational success. Findings – The findings underscore the significance of goal setting within performance management, highlighting that specific and challenging goals increase employee motivation and performance levels. Moreover, performance management systems that emphasize goal alignment and regular feedback are found to further enhance motivation. Limitations of the study – Despite the comprehensive review of literature and empirical evidence, this paper acknowledges several limitations. Firstly, the findings are primarily based on existing research and may not encompass all possible perspectives or developments in the field of performance management and employee motivation. Originality/value – This paper contributes to the existing body of knowledge by synthesizing various theories and empirical evidence on performance management and employee motivation. It provides a comprehensive overview of key components of effective performance management practices and their impact on employee motivation and organizational success.

South African government spheres were initiated to enforce and implement the performance management systems going forward and identify poor-performing personnel. The current state indicates that most municipality employees do not meet their deadlines, produce incomplete work, have high absenteeism, and have several complaints received. Research reveals that a performance system is a strategy to motivate employees to achieve institutional goals by rating each other’s contributions. The paper focuses on identifying the factors that influence the performance system within the municipality in the province of KwaZulu-Natal in South Africa. The paper adopted a quantitative approach and constructed a questionnaire to collect data from 80 municipal employees. A simple random method was used to offer all participants with equal opportunity to participate. All collected data was analysed using SPSS version 27. The paper revealed that managing performance, upskilling, motivating, engaging with employees, job satisfaction, training and development, and two-way processes were the factors that influenced the municipality’s performance management system. The paper recommends that management provide timely and regular feedback to employees regarding their performance and treat the performance management system as ongoing versus once a year.

AbstractThe COVID-19 pandemic presents unique challenges that necessitate a new approach to monitoring and evaluation (M&E) in local government. The culture of poor performance, high incompetency levels among employees and financial mismanagement – widely publicised in popular media in South Africa – prompted this study to investigate the effectiveness of M&E strategies. The study attempts to determine the effective M&E strategies in supporting two municipalities’ response that extends beyond COVID-19. A transformative mixed methods approach was used for data collection and analysis of data. The targeted respondents were solely responsible for COVID-19 activities at the Nelson Mandela Bay Municipality and the Buffalo City Metropolitan Municipality. In-depth interviews were utilised to collect data from 13 senior municipal managers. A total of 191 questionnaires were despatched to municipal employees and 186 were returned, giving a 97% response rate. The findings depict ineffective M&E tools and inadequate organisational support to sustain best practices on municipal governance. The findings unearthed a linear relationship between the municipalities’ leadership failure to implement a performance management system among its workforce and an exponential increase in COVID-19 cases and fatalities. This study attempts to make a valuable contribution in providing municipal employees with tailored work experience that will be relevant for future disasters similar to COVID-19, adding value to knowledge.

Orientation: The coronavirus disease 2019 (COVID-19) pandemic and the resulting lockdowns have significantly impacted the work environment, increasing remote and hybrid work practices. This shift has posed challenges for managers and employees as they adapt to new working methods, impacting employee performance management in hybrid settings. Research purpose: The study explored how managers have adapted their performance management methods in remote and hybrid work environments. It also sought to understand remote employees’ experiences with performance management practices. Motivation for the study: There is limited research on evaluating employee performance in hybrid work environments. This research identified this gap and explored how managers can best support employees’ performance while working remotely. Research approach/design and method: The study used an interpretivist and qualitative approaches. A purposive sampling technique selected 18 participants, and data were collected through semi-structured interviews following a phenomenology research strategy. Main findings: Key themes included continuous performance communication, team deliverable meetings, the importance of face-to-face engagements, clarity on performance expectations, trust, and well-being. Managers and employees used one-on-one and team sessions to track deliverables, discuss work challenges, and communicate performance expectations. Clearly defined performance expectations are crucial in hybrid and remote settings. Practical/managerial implications: The study highlighted the effects of hybrid work on interpersonal relationships and emphasised the need for managers to adapt performance management practices to ensure consistent standards for all employees, regardless of location. Contribution/value-add: The findings can inform the development of performance management guidelines tailored to remote and hybrid work, helping managers enhance their effectiveness and create positive employee experiences.

Human capital is widely recognized as a pivotal factor in driving economic development and ensuring the sustained success of organizations. In efforts to enhance transparency in reporting and elucidate the mechanisms through which organizational value is generated, businesses might turn to the integrated reporting framework, encompassing six key capital dimensions, including human capital. However, a notable gap exists in the standardization of essential performance indicators within this framework. Therefore, the primary aim of this research was to identify the fundamental concepts underlying key performance indicators specific to human capital within integrated reports. These identified indicators not only enhance the usability of integrated reporting frameworks but also resonate with the perspectives of economic theory on human resource management, delving into various facets of employee performance and well-being. Moreover, the study delved into how transformational and benevolent leadership styles can harmonize with both the integrated reporting framework and the suggested key performance indicators of human capital, offering insights into effective organizational management and sustainable value creation.

The competition among Higher Education Institutions (HEIs), such as universities, worldwide is crucial. It is imperative for universities to maintain high-quality education and achieve and maintain their world ranking. Therefore, they must utilise performance management tools in their performance improvement efforts. The Balanced Scorecard (BSC) is a quality tool for performance management in universities that helps them to enhance, increase, and maintain their overall performance and ranking. When their strategy changes, the performance indicators must be revised and rearranged in accordance with the BSC form. The information needed for decision-making cannot be immediately available because there are delays in updating the performance management system. This creates a gap between performance improvement in HEIs and the BSC. To eliminate this gap, the question we need to answer is how to automatically upload the updated BSC perspectives into the performance management system to streamline the decision-making automatically. This paper aims to present the Perspective Classification of Balanced Scorecard with Ontology (PCBSC-Onto) framework for automatically classifying performance indicators into BSC’s four perspectives using an ontological approach to support the dynamic capability of the management system’s performance. The balanced scorecard ontology and performance indicator ontology created through this research were applied in the PCBSC-Onto framework. The experiment’s results are based on the performance indicator data of a university in Thailand, and it presents how this framework and its algorithms contribute to increasing performance management ability in the HEI context. The accuracy rate of the PCBSC-Onto framework is 82.97% when compared to the accuracy of the modified Delphi method. The results reveal the accuracy of the proposed ontologies and algorithms on the data from the case study.

Background: The National Department of Health has different operational policies to monitor the performance of its employees and to reward them accordingly. These policies could have a direct bearing on job satisfaction and career advancement for radiographers employed by the public sector, as there are previous reports that show that these policies affect the job satisfaction of other healthcare professionals negatively. Aim: The aim of the study was to explore the influence of government policies on the job satisfaction of radiographers employed by public tertiary hospitals in the Gauteng province. Setting: The study was conducted in two public tertiary hospitals in the Gauteng province. Methods: The study used a primary exploratory qualitative research design, with a purposive sampling technique. Data were collected through individual and focus group interviews. The researcher recorded and transcribed the interviews. Thematic analysis was used to analyse the data. Results: Three government policies had a negative impact on job satisfaction for radiographers. These were the Occupational Specific Dispensation (OSD), the Performance Management and Development System (PMDS) and the Employment Equity Act (EEA). The failure to effectively implement these policies also had a negative bearing on career pathing. Conclusion: The implementation and structure of these three government policies have resulted in job dissatisfaction amongst radiographers employed by public tertiary hospitals and reduced the structure of career pathing. Contribution: The study highlighted three government policies that negatively affect job satisfaction in Gauteng.

[Objective] To shift crew management from manual mode to smart mode, realize functions including intelligent scheduling, automatic dispatching, and improve management efficiency, a smart crew integrated service system suitable for urban rail transit operation management is proposed. [Method] The system architecture and functionality requirements of the smart system are defined, the internal and external interface requirements of the system are analyzed, and the technological solutions for sub-modules are put forward. The demonstration and application situation of the system on Shanghai Rail Transit Line 10 are introduced. [Result & Conclusion] The application shows that the system can improve driver productivity, reduce the train-to-person ratio, and help to improve the quality and efficiency of crew management.

Small enterprises with fewer than 50 employees form the backbone of the economy in many countries and significantly contribute to gross domestic product, employment, and exports. Given their importance and role in economic development, economies can benefit from a strong, productive, innovative, growing small enterprises sector. Employees play an essential role in the development of small enterprises. For this reason, it is important to examine the extent to which small enterprise owners pay attention to human resource management and its development. Previous research on human resource management has mainly focused on large enterprises, while there is little evidence on how small enterprises manage and develop their employees. This paper analyses the approach to human resource management in two small Croatian enterprises. Based on six semi-structured qualitative interviews conducted with three different groups of employees – the senior manager, the middle manager, and the senior staff, two qualitative case studies were conducted to gain a deeper understanding of the approach to managing and developing employees in small enterprises. The findings suggest that small enterprise managers know the importance of their employees and the need to support their future development. Although small enterprises implement and adapt human resource management practices according to their capabilities and limitations, it is evident that fostering and empowering employees is embedded in their organizational culture.

Objective: This study aimed to identify the most significant issues for the effective performance management of hospitals. Methods: Accordingly, seven indicators were selected based on the literature review results. An analysis was carried out using the Spherical fuzzy TOP-DEMATEL method to determine the most important ones among these criteria. Results: The main contribution of this study was that the prior indicators of effective performance management in the hospitals were identified. With the help of this issue, hospitals can take actions to improve performance without having too much costs. Moreover, the main methodological originality of this study is that a new decision-making model is proposed by the name of TOPDEMATEL. Conclusion: Effective supply chain is found as the best factor that affects the performance of the hospitals. Additionally, advanced technology also plays a key role in this framework. Nevertheless, qualified personnel criterion is on the last rank. Supply network refers to the process of providing medical supplies, medicines, equipment, and other resources for healthcare institutions. These resources are of great importance for the performance of hospitals as they are needed to deliver the service.

This study aims to explore the relationship between employee feedback and the possibility to change and improve the organizational performance appraisal process for clearer evaluation results and process, more efficient appraisal meetings, higher employee engagement and motivation, better work performance, while using digitalization as a method to evaluate performance but also to collect, analyse and understand employee feedback information. Our research on enhancing performance management is grounded in a series of surveys conducted via Lime Survey platform between 2020 and 2023, involving 1,400 employees from an international insurance company. We consider that these survey results could lead to organizational changes and future improvements in performance management systems.

Background Value-based healthcare (VBHC), which can be viewed as a strategy to organize and improve healthcare services, has far-reaching organizational and managerial consequences. It is common managerial practice to support the execution of a strategy by monitoring the ensuing activities. Such monitoring provides feedback and guidance on the execution of these activities to the management of an organization and helps to realize organizational strategies. Monitoring of activities is commonly done by performance management systems. Given the rising attention in the literature and in practice for VBHC, we ask to what extent VBHC is supported by performance management systems in practice, and how we can explain what we find to support further successful implementation of VBHC.Methods In our scoping review of financial and performance management at the organization or unit-level of healthcare organizations that apply value-based approaches, we identified 1267 unique papers in Embase, Medline, OVID, and Web of Science. After the (double-blinded) title and abstract screening, 398 full-text articles were assessed for further analysis.Results Our review reveals only eleven original papers discussing specifically the integration of VBHC and performance management systems. Almost all the featured applications in these papers focus on a specific project or medical specialty. Only one paper exemplifies how VBHC has been integrated with the performance management systems of a medical institution, and no paper provides a clear link with strategy execution. We ask why this is the case and propose several explanations by studying the extant performance management literature. We see these explanations as issues for further reflection for VBHC practitioners and researchers.Conclusion We conclude that one of the reasons for the absence of papers integrating VBHC and performance management systems is formed by the tensions that exist between striving for “the best care” or even for providing “all care that is viably possible” and pursuing greater (financial) efficiency. Implementing VBHC as an important organizational strategy and explicating this strategy in the performance management systems requires that these tensions need to be brought into the fore. When this is not done, we believe that VBHC adoptions that are fully integrated with performance management systems will remain limited in practice.

This study examines integrating Enterprise Resource Planning (ERP) systems with performance management (PM) practices in the UAE healthcare sector, identifying key factors for successful adoption. It addresses a critical gap by analyzing the interplay between ERP systems and PM to enhance operational efficiency, patient care, and administrative processes. A literature review identified thirty-six critical factors, refined through expert interviews to highlight nine weak integration areas and two new factors. An online survey with 81 experts, who rated the 38 factors on a five-point Likert scale, provided data to calculate the Relative Importance Index (RII). The results reveal that employee involvement in performance metrics and effective organizational measures significantly impact system effectiveness and alignment. Mid-tier factors such as leadership and managerial support are essential for integration momentum, while foundational elements like infrastructure, scalability, security, and compliance are crucial for long-term success. The study recommends a holistic approach to these factors to maximize ERP benefits, offering insights for healthcare administrators and policymakers. Additionally, it highlights the need to address the challenges, opportunities, and ethical considerations associated with using digital health technology in healthcare. Future research should explore ERP integration challenges in public and private healthcare settings, tailoring systems to specific organizational needs.

Purpose – This paper aims to review the challenges of performance appraisal in organizations and argue that these challenges can and must be overcome. Design/methodology/approach – The authors review research on performance appraisal in organizations and on claims that organizations are abandoning performance appraisal. Findings – Structured performance appraisals are still the norm in organizations around the world. There are clear and practical strategies for improving appraisals. These include improving feedback and removing unnecessary complexity, clarifying the goals of appraisal systems, focusing appraisal on behaviors and outcomes under the employee's control and increasing the fairness of appraisal systems. Research limitations/implications – Research is needed on the effects of changing the ways performance appraisals are conducted in organizations. Practical implications – Practical strategies for improving performance appraisal are outlined. Social implications – Better performance appraisals will benefit organizations and their members. Originality/value – This paper refutes the growing claim that organizations are abandoning performance appraisal and illustrates practical strategies for improving performance appraisal.

Purpose – Previous research provides adequate evidence on performance management (PM) for hospitals and healthcare providers; however, less is known about their individual and PM appraisal process. Additionally, there is limited research exploring PM in the Middle Eastern context. This study investigates PM practices in the Middle Eastern healthcare industry. Design/methodology/approach – This study adopts the qualitative research methodology through semi-structured interviews of healthcare professionals in Kingdom of Saudi Arabia and the United Arab Emirates. Thematic analysis was adopted for analyzing this qualitative data. Findings – The main findings have uncovered different facets of appraisal challenges for both the appraiser (i.e. manager) and the appraisee (i.e. employee). These challenges include communication deficits, lack of goal setting standards and regular meeting updates in order to ensure employee satisfaction and motivation in the workplace. Research limitations/implications – This study has significant implications for policymakers in Middle Eastern hospitals in terms of implementing PM for their staff. Moreover, future studies can conduct in-depth analysis and provide comparison between public and private sectors in the Gulf countries. Originality/value – This study is one of the first to portray challenges involved in conducting PM in the Middle East healthcare sector specifically in the UAE and Kingdom of Saudi Arabia (KSA), both from the perspectives of the appraiser and appraisee.

Purpose – Globalization and the COVID (post) pandemic continue to pose significant challenges to managing employee performance across geographic locations because there is a need to simultaneously implement procedures that are standardized and yet applicable to different contexts. This study aims to describe five universal principles in performance management that can be adapted to specific contexts to address the performance management standardization vs adaptation dilemma. Design/methodology/approach – Critical literature review of evidence-based recommendations for practice. Findings – This study describe five universal principles in performance management, how they can be adapted to specific contexts around the world and actions that organizations can take to implement them: (1) cultural congruence, (2) strategic congruence, (3) performance evaluation thoroughness, (4) inclusiveness and (5) effective feedback. Originality/value – This study provide valuable and actionable knowledge for organizations facing performance management challenges around the world.

The success of the companies is credited to their capacity to generate change, developing or implementing new systems while it is admitted that success in the production area is based on monitoring the latest technologies and their transformation into viable products, on understanding current and future customer’s needs which can be satisfied with new or improved processes and products, taking into consideration the alignment with the uniqueness of the specifications or permanent adaptation to the market conditions. Companies need a long-term vision with the purpose of covering the demand through technology and generating new needs through research and development. This paper focus is on the technology-innovation-performance triadic model which is both a novel approach and a new integrative analysis. Trying to bridge the literature gap, the article proposes a discussion exploring the possible interlinks between the three elements of the triad. The results of this endeavor are twofold encouraging: (i) by underlying the investigation the potential of the triadic model technology-innovation-performance; and (ii) by implications for business managers, in general, and (in this particular case), for managers while making strategic decisions, considering the organization level. Mattel is a leading toy manufacturer which operates on a global level but also an entertainment corporation which aims to expand the content, the consumer products and to offer unique digital experiences. The company has been founded in more than 70 years ago in the United States and is operating in 35 countries through its own stores while offering their products to the public from more than 150 countries through accredited partners or resellers. The iconic Barbie doll and the famous Hot Wheels represent two of their most valuable brands, the products under this label being a subject to constant innovations during the time and succeeding to be considered the best-selling toys of the year for two consecutive years in a row, 2020 and 2021 while also being named the top global toy property. The currents study has the purpose to analyze the connection between innovation, technology and performance by highlighting the main elements that have conducted Mattel to the astonishing success which was achieved in the last years.

Managers strive for comprehensive, reliable, and flexible solutions to evaluate their organization's performance. Nonetheless, recognizing practical performance components has always remained relatively unanswered among managers and researchers. Accordingly, the present study aims to identify the elements influencing sustainable performance management processes considering research literature in the contingent field and eventually pinpointing potentially relevant elements. These elements would assist managers, specifically human resource managers, pursue their objectives. Researchers have already identified keywords related to the research topic by employing meta-word analysis and brainstorming methods with the help of Qiqqa software. Afterward, using VOSviewer, they extracted the vocabulary items of the co-occurrence network. This network and the hotspots identified hereafter established a solid foundation for meta-synthesis, taken as a meta-synthesis approach in this study. Then, four contingent keywords, including “sustainable development”, “sustainable development management”, “sustainable performance development”, and “sustainable performance management,” were considered to explore and analyze scholarly global databases such as Emerald, Proquest, SID, and Web of Science, as well as Google Scholar database and the dissertations defended by postgraduate students. Sources initially entering this research included 312 studies in full text, of which 80 were excluded due to lack of inclusion criteria. Eventually, the contents of the remaining 232 articles were surveyed. The number of overarching themes stands at one constructive theme, four primary themes, and seven, and the frequency of extracted codes hit 513. The findings of this research demonstrated that the components of innovation, technology, supply chain, organizational knowledge, economic, social, and environmental factors could cover all aspects of performance evaluation and would introduce a new literature called “Sustainable Performance Management” into the management field. The components of innovation, technology, supply chain, and organizational knowledge fail to be identified except through meta-synthesis and library analysis. This unprecedented aspect of the present study makes it distinguishable from previous studies. Considering this article's findings, managers, researchers, and other related professionals will be able to conceptualize and comprehend performance management issues in an alternative way. Consequently, human resource managers could identify components related to the sustainability of organizational performance management and put them into research and practice.

Purpose: The purpose of the research was to provide a performance management model for the development of women's cycling with an interpretative structural approach.Research method: This research is practical in terms of purpose, and the research data was collected in the field and in a mixed way (qualitative and quantitative). The statistical population in the qualitative section was 18 experts and in the quantitative section, there were 74 people in the women's section. Due to the limited number of members, the population was equal to the sample. The research tool in the first part was a researcher-made questionnaire, and in the second part, a structured self-interaction questionnaire. The validity of the questionnaire was confirmed by 10 sports management professors and its reliability was confirmed by Cronbach's alpha test (α = 0.88). Interpretive structural modeling technique was used to structure the components.Findings: The findings showed that the performance management of the federation in the development of women's cycling has 9 components and 35 indicators, and the components were structured in six levels. The components of financial resources and the growth-creating and motivational system were placed at the infrastructure level and executive processes at the first level of the model.Conclusion: It can be said that incentive mechanisms, development of learning and marketing capacities, income generation and attraction of financial sponsors, creation or strengthening of other management components of cycling federation's performance in the development of this sport among women will facilitate and develop This sport will help.

Manufacturing management and operations place heavy emphasis on monitoring and improving production performance. This supervision is accomplished through strategies of manufacturing performance management, a set of measurements and methods used to monitor production conditions. Over the last 30 years, the most prevalent measurement of traditional performance management has been overall equipment effectiveness, a percentile summary metric of a machine’s utilization. The technologies encapsulated by Industry 4.0 have expanded the ability to gather, process, and store vast quantities of data, creating the opportunity to innovate on how performance is measured. A new method of managing manufacturing performance utilizing Industry 4.0 technologies has been proposed by McKinsey & Company (New York City, NY, USA), and software tools have been developed by PTC Inc. (Boston, MA, USA) to aid in performing what they both call digital performance management. To evaluate this new approach, the digital performance management tool was deployed on a Festo (Esslingen, Germany) Cyber-Physical Lab (FCPL), an educational mock production environment, and compared to a digitally enabled traditional performance management solution. Results from a multi-day production period displayed an increased level of detail in both the data presented to the user and the insights gained from the digital performance management solution as compared to the traditional approach. The time unit measurements presented by digital performance management paint a clear picture of what and where losses are occurring during production and the impact of those losses. This is contrasted by the single summary metric of a traditional performance management approach, which easily obfuscates the constituent data and requires further investigation to determine what and where production losses are occurring.

Our study investigates the relevance and application of key performance indicators (KPIs) and key risk indicators (KRIs) in business management from 1992 to 2023 through a comprehensive bibliometric analysis performed in RStudio using the Bibliometrix platform and in VOSviewer. Utilizing data from the Web of Science database, we identify trends, key themes, and influential research in this domain, observing an annual growth rate of 17.76%. Our analyses include the top 10 most globally cited documents, word clouds based on authors’ keywords and Keywords Plus, clustering by coupling, co-occurrence networks, and factorial analysis. Our findings reveal a significant increase in research interest post-2004, with sustainability and corporate social responsibility emerging as central themes. We confirm positive correlations between KPIs, improved organizational performance, and effective risk management via KRIs. This research underscores the importance of international collaboration and diverse thematic exploration in advancing the field.

The purpose of this study is to propose an integrative model for evaluating the effectiveness of performance management system (PMS). This model aims to systematize the dimensions and criteria used in the literature and provide clarity in terms of evaluation possibilities. A comprehensive review of the literature was conducted to identify the dimensions, criteria, and causal relationships used in evaluating PMS effectiveness. A sample of 57 articles was analyzed using content analysis. The study established dimensions and criteria that have been neglected in the literature. The review resulted in the proposal of an integrative model for evaluating PMS effectiveness, which incorporates individual and organizational dimensions and criteria identified in the literature. It sheds light on recurrently adopted dimensions, particularly those related to individual-level phenomena, and seeks to clarify current conceptual ambiguities. This study’s originality lies in its integrative approach, which diverges from the prevailing tendencies in the field. This study provides clarity regarding the conceptual confusion surrounding ambiguous concepts and generically applied measures that hinder the drawing of certain conclusions about the effectiveness of PMS.

Personal branding is essential for athletes and in particular professional golfers. Professional golfers employ various experts such as sport psychologists, fitness trainers and specialist coaches in order to improve their performance. As a result, this has significant financial implications for players and having an established personal brand may assist them in gaining sponsorships. However, there is a lack of research in the South African context regarding the personal branding of professional golfers. To address this research gap, the present study aimed to explore the importance of personal branding for professional golfers and identify the strategies that can be implemented to enhance their personal brand. The study participants comprised of Professional Golfers of South Africa (PGA of SA) members, teaching professionals, and golf administrators, who were interviewed using a semi-structured approach. The findings of the study confirmed that personal branding is a crucial factor in the success of professional golfers. The identified strategies to enhance personal branding included improving golfer performance, enhancing physical attractiveness and differentiation, marketing everyday lifestyle, and effectively using social media as a communication medium. The study highlights the need for players, coaches, and managers to become more knowledgeable about the concept of personal branding to ensure success in their professional golf and better sponsorship deals.

AbstractPerformance-related-pay (PRP) is a controversial topic. Views about its impact are mixed. Through a meta-analysis of studies in public administration, we aim to provide an evidence-based answer to the question: Does PRP work? Our meta-analysis finds a statistically significant, positive but small population effect size between PRP and employee and performance outcomes. Subgroup analyses show that PRPs impact is contingent upon the type of outcome, geographical context, government level, and data source rather than universal in nature. Effect sizes decrease when performance outcomes are measured as opposed to employee outcomes; in USA and European contexts compared to Asian contexts; at the local level compared to the federal level; and when multiple source or experimental data are used compared to single source data. Based on our findings and PRP literature, we construct a flowchart to support practitioners in deciding whether PRP may “work” for them while avoiding its many and typical pitfalls.Evidence for practiceOur meta-analysis demonstrates that the impact of performance-related-pay (PRP) on employee and performance outcomes in public administration is statistically significant and positive; however, the fact that the effects sizes are small leads us to conclude that PRP is not a “magic bullet”.Intriguingly, performance outcomes are less impacted by PRP than employee-related outcomes like work motivation and job satisfaction, implying that PRP might carry some motivational benefits while its benefits for better performance outcomes are questionable.PRP seemingly works better in Asia than in Europe or the USA – arguably due to existing predispositions regarding the effects of rewards and monetary incentives – and also seems more effective at the federal than the local government level.Much of the small positive impact uncovered in this meta-analysis seems to be the result of the type of data used in studies. Specifically, studies using multiple or experimental data show a trivial and statistically insignificant overall impact. Practitioners thus need to carefully assess how they will evaluate PRPs impact to avoid biases due to data type.An evidence-based flowchart including questions at the macro (cultural and societal considerations), meso (specific organizational characteristics), and micro (individual and team behavior) level is presented as a support tool for practitioners in deciding upon and designing PRP systems in their organization.

There is an increased focus on employee performance management by employers, as a tool of improving efficiency of resource allocation and usage in local governments around the world. In an era of instant communication and widely available information, communities demand quality service delivery and they are quick to show their frustrations if their expectations are not met. Performance management has also been shown to increase local government accountability and transparency. The purpose of this article was to review and analyze relevant recent international academic literature to uncover themes and lessons in performance management implementation. A document review, was conducted to determine which studies to include in the literature survey by identifying (1) those published in an English peer reviewed journals on Google Scholar, and (2) those focused on performance management (PM) from an international/global perspective. The literature was classified into themes. In addition to classifying the articles, the paper summarizes the major findings of literature. This study finds that there are many challenges experienced in the implementation of performance management and there tends to be a mismatch of expectations of what performance management means to employees and employers. Also, Politicians dominate the administrative/ bureaucratic arm of local government, frustrating the purpose of performance management. This article also provides recommendations on how to improve the nature of performance management implementation.

This study aims to determine the impact of Performance Management Systems (PMS) on employee and organizational performance. The researcher utilized exploratory research in the study because the investigation tries to identify known/unknown factors and evaluate established hypotheses. Data was gathered through secondary research methods. Online research was conducted. Secondary information was collected using many online search tools and specialized journals, textbooks, articles in scientific journals, and online sources related to the topic. Establishing an efficient PMS is a difficult task for organizations. There are a variety of PMS tools that exist. The 360-feedback approach is the most suited appraisal method for executing the PMS for employees in an organization. PMS enhances employee performance employees' performance fairly since connections between performance reviews and improved productivity do not hold. Managers' engagement, senior management involvement, and performance feedback are key indicators of PMS's efficacy. The relevance of this research contributes to the current body of knowledge about performance management systems. Organizations would find this study's conclusions valuable and intriguing. Organizations will comprehend the influence of a successful PMS on employee and organizational performance and, as a result, devise effective countermeasures or capitalize on the advantages. This study will bring about novel knowledge of PMS and further provide future research leads. Because of its reliance on secondary sources, this investigation could only include published academic papers that existed when the study was done.

Abstract Background Primary care in several countries is developing towards team-based and multi-professional care, requiring leadership and management capabilities at the primary care practice level. This article reports findings from a study of primary care managers in Sweden, focusing variation in performance and perceptions of feedback messages and goal-clarity, depending on managers’ professional background. Methods The study was designed as a cross-sectional analysis of primary care practice managers’ perceptions combined with registered data on patient-reported performance. Managers perceptions was collected through a survey to all 1 327 primary care practice managers in Sweden. Data about patient-reported performance was collected from the 2021 National Patient Survey in primary care. We used bivariate (Pearson correlation) and multivariate (ordinary least square regression analysis) statistical methods to describe and analyse the possible association between managers’ background, responses to survey statements and patient-reported performance. Results Both GP and non-GP managers had positive perceptions of the quality and support of feedback messages from professional committees focusing medical quality indicators, although managers perceived that the feedback facilitated improvement work to a lower degree. Feedback from the regions as payers scored consistently lower in all dimensions, especially among GP-managers. Results from regression analysis indicate that GP-managers correlate with better patient-reported performance when controlling for selected primary care practice and managerial characteristics. A significant positive relationship with patient-reported performance was also found for female managers, a smaller size of the primary care practice and a good staffing situation of GPs. Conclusions Both GP and non-GP managers rated the quality and support of feedback messages from professional committees higher than feedback from regions as payers. Differences in perceptions were especially striking among GP-managers. Patient-reported performance was significantly better in primary care practices managed by GPs and female managers. Variables reflecting structural and organizational, rather than managerial, characteristics contributed with additional explanations behind the variation in patient-reported performance across primary care practices. As we cannot exclude reversed causality, the findings may reflect that GPs are more likely to accept being a manager of a primary care practice with favourable characteristics.

ObjectivesGiven the shift towards value-based healthcare and the increasing recognition of generalist care, enacting value-based healthcare for generalist care is critical. This work aims to shed light on how to conduct performance management of generalist care to facilitate value-based care, with a focus on medical care of hospitalised patients.Design and settingA scoping review of published literature was conducted. 30 publications which were relevant to performance management of generalist medical inpatient care were included in the review.Outcome measuresThe performance measures used across the studies were analysed and other qualitative findings were also obtained.ResultsWe report an overall lack of research on performance management methods for generalist inpatient care. Relevant performance measures found include both outcome and process of care measures and both clinical and reported measures, with clinical outcome measures the most frequently reported. Length of stay, readmission rates and mortality were the most frequently reported. The insights from the papers emphasise the relevance of process of care measures for performance management, the advantages and disadvantages of types of measures and provide suggestions relevant for performance management of generalist inpatient care.ConclusionThe findings of this scoping review outline a variety of performance measures valuable for generalist inpatient care including clinical outcome measures, reported outcome measures and process of care measures. The findings also suggest directions for implementation of such performance management, including emphasis on physician level performance management and the importance of documentation training. Further research for selecting and operationalising the measures for specific contexts and developing a comprehensive performance management system involving these measures will be important for achieving value-based healthcare for generalist inpatient care.

Background: Performance Measurement and Management (PMM) systems are levers that support key management functions in health care systems. Just like many low- and middle-income countries (LMICs), Malawi strives to improve performance via evidence-based decision making and a suitable performance culture. Aim: This study sought to describe PMM practices at all levels of primary health care (PHC) in Malawi. Setting: This study targeted three levels of PHC, namely the district health centres (DHCs), the zones, and the ministry headquarters. Methods: This was a qualitative exploratory research study where decision-makers at each level of PHC were engaged using key-informant interviews (KII) and focus group discussions (FGDs). Results: We found that there is a weak link among levels of PHC in supporting PMM practices leading to poor dissemination of priorities and goals. There is also failure to appropriately institute good PMM practices, and the use of performance information was found to be limited among decision-makers. Conclusion: Though PMM is acknowledged to be key in supporting health service delivery systems, Malawi’s PHC system has not fully embarked on making this a priority. Some challenges include unsupportive culture and inadequate capacity for PMM. Contribution: This study contributes to the understanding of the PMM processes in Malawi and further highlights the salient challenges in the use of information for performance management. While the presence of policies on PMM is acknowledged, implementation studies that deal with challenges are urgent and imperative.

Despite the huge investments made by successive governments in public tertiary educational institutions in Ghana especially with the recent conversion of polytechnics to technical universities, many have expressed doubt about the capability of the performance management systems deplored to deliver their strategic objectives. The study investigated how performance management in technical universities in Ghana using the Bolgatanga Technical University as a case study can be improved. The qualitative research method was adopted for the study. Ten senior members who held offices as deans, directors, heads of department and coordinators were selected based on their availability and willingness to participate in the study. Thematic content analysis was employed to analyse the data collected from the ten participants to identify which themes occurred the most or the least. The results showed that all the participants were conscious of performance management. Seven participants believe that effective performance management can promote job satisfaction thereby leading to increased productivity. With regards to the challenges of performance management, the participants mentioned lack of skill, poor goal setting, lack of commitment from management, no rewards, assigning task to wrong staff, delay in giving feedback and discrimination. On how to improve performance, the following suggestions were received from participants; non-discrimination in terms of assigning roles, motivation of staff, proper goal setting, regular feedback from management, and training of staff. The study found out that performance management at the Bolgatanga Technical University was concentrated on task performance while neglecting the contextual performance which drives task performance. Therefore, equal attention must be given to both task and contextual performance.

Orientation: Performance management is a vital process across multiple businesses and is proven to be an integral element in navigating employees through the coronavirus disease 2019 (COVID-19) pandemic while determining possible influences on the work identity of employees during this period. Research purpose: The purpose of this study was to understand the influence of performance management process changes on the work identity of employees during the COVID-19 pandemic. Motivation for the study: There is little research available that discusses performance management and work identity. As such, this research works towards closing this gap by understanding the influence of performance management process changes on the identity of employees. Research approach/design and method: A qualitative approach was followed through an interpretivist research paradigm. A purposive sampling technique was used to select 15 participants. The participants took part in semi-structured interviews. Grounded theory was followed, and the constant comparative method was used. Main findings: The performance management process changes had no influence on the work identity and work role of participants. Instead, the pandemic itself and the way in which the organisation supported its employees while they navigated the pandemic had an influence on the work identity and work roles of employees. Practical/managerial implications: Organisations can adopt the research findings to enhance employee work identity and performance throughout future changes that affect the organisation. Contribution/value-add: This article offers insights into the lack of literature available that discusses performance management and work identity collectively.

In recent decades, many judicial systems have witnessed the "managerialisation" of justice—a phenomenon involving the application of private sector techniques to enhance court functioning. These techniques encompass engaging professional managers, reorganizing services, implementing performance measures, and adopting performance-based budgeting. Balancing these approaches with judges' professional standards, as independence and quality, raises critical questions. How does managerialisation affect judges' organization, autonomy, work quality, efficiency, and work-related stress? A survey conducted from June to December 2020 among first-instance judges in Finland, Italy, and the Netherlands, with distinct budgeting models, aimed to understand the impact. The questionnaire explored pressure sources, perceived stress levels, and mechanisms mitigating pressure and stress. Results showed significant differences in work organization, performance targets, and judge autonomy. However, similarities emerged in perceived pressure, work-related stress, and motivation. The study suggests that while not a panacea, managerialisation doesn't inherently increase pressure and stress. It may improve court organization, clarifying the interplay between professional standards and financial considerations. En las últimas décadas, muchos sistemas judiciales han sido testigos de la “gerencialización” de la justicia, un fenómeno que implica la aplicación de técnicas del sector privado para mejorar el funcionamiento de los tribunales. Estas técnicas abarcan la contratación de gestores profesionales, la reorganización de los servicios, la aplicación de medidas de rendimiento y la adopción de presupuestos basados en el rendimiento. Equilibrar estos enfoques con las normas profesionales de los jueces, como la independencia y la calidad, plantea cuestiones críticas. ¿Cómo afecta la gerencialización a la organización, la autonomía, la calidad del trabajo, la eficiencia y el estrés laboral de los jueces? Una encuesta realizada entre junio y diciembre de 2020 entre jueces de primera instancia de Finlandia, Italia y los Países Bajos, con distintos modelos presupuestarios, tenía como objetivo comprender el impacto. El cuestionario exploraba las fuentes de presión, los niveles de estrés percibidos y los mecanismos para mitigar la presión y el estrés. Los resultados mostraron diferencias significativas en la organización del trabajo, los objetivos de rendimiento y la autonomía de los jueces. Sin embargo, surgieron similitudes en la presión percibida, el estrés laboral y la motivación. El estudio insinúa que, aunque no es una panacea, la gerencialización no aumenta intrínsecamente la presión y el estrés. Puede mejorar la organización de los tribunales, aclarando la interacción entre las normas profesionales y las consideraciones financieras.

Objectives: This study aimed to evaluate the efficiency of a 14-year refined management system for the reduction of dispensing errors in a large-scale hospital outpatient pharmacy and to determine the effects of person-related and environment-related factors on the occurrence of dispensing errors. Methods: A retrospective study was performed. Data on dispensing errors, inventory and account management from 2008 to 2021 were collected from the electronic system and evaluated using the direct observation method and the Plan-Do-Check-Act (PDCA) cycle. Results: The consistency of the inventory and accounts increased substantially (from 86.93 % to 99.75 %) with the implementation of the refined management program. From 2008 to 2021, the total number of dispensing errors was reduced by approximately 96.1 %. The number of dispensing errors in quantity and name was reduced by approximately 98.2 % and 95.07 %, respectively. A remarkable reduction in the error rate was achieved (from 0.014 % to 0.00002 %), and the rate of dispensing errors was significantly reduced (0.019 % vs. 0.0003 %, p

AbstractSeveral studies with quantitative, qualitative or theoretical approaches have been carried out, focusing on the application of the Balanced Scorecard (BSC) in the educational sector. However, despite the literature on the subject, it is difficult to draw an overview of the use of the BSC in this sector. In order to fill this gap, our research carried out a systematic literature review (SLR) on the BSC methodology implemented in the educational sector. The Web of Science and Scopus databases are used as a source of article collection. A bibliometric analysis was performed using 65 articles extracted from these databases. The results suggest that the most discussed topics within the study are: 1) the diversity of the BSC in the education sector; 2) strategic management with the BSC; 3) statistical methods to manage the BSC and 4) the strategy map of the BSC. The qualitative approach was dominant in the analysed studies, but the reasonable number of studies with quantitative approaches is worth attention. The study contributes to the literature by reviewing prominent cited references and documents that cited them and the results provide the landscapes and research gaps for the main lines of research for further development.

The Internet of Things (IoT) refers to the use of various communication technologies to achieve the interconnection of everything in cyberspace, and to achieve smart home and intelligent transportation, thus generating unprecedented amounts of data. In the financial sharing center, all businesses can extract effective data from these massive databases for analysis, and use data analysis tools to collect business, financial, human, process, knowledge and social data. At present, various types of IT (Internet Technology) systems have been widely used in financial sharing centers. However, a large number of sensitive data have also been generated. In order to protect these sensitive data, there is a high requirement for the personal information of IT system operation and financial sharing center personnel. In order to protect user data privacy, the optimal and most effective use of IT systems is an important issue that must be considered in privacy management. At present, there are many algorithms to protect data and privacy, but the effect is not ideal. Considering the balance between privacy issues, this paper proposed a K-means clustering algorithm based on IoT public cloud privacy protection technology to analyze the performance management of financial sharing center. The research results showed that before the improvement, the average number of employees who were dissatisfied with the post training ability and information platform construction ability of the financial sharing center was 57.9 and 57.8% respectively, more than half of them. After the improvement of IoT based public cloud privacy protection, the average number of employees dissatisfied with the post training ability and information platform construction ability of the financial sharing center was 5 and 3.9%, far less than the data prior to the improvement. It showed that IoT public cloud privacy protection was conducive to the performance management of the financial sharing center, and the relationship between the two was positive.

Social initiatives are not always considered in the context of efficiency the solution of certain tasks often prevails, without taking into account the necessary investments or generated results. In the current crisis, when access to financial resources is extremely limited, the issue of efficiency is of particular relevance both for the state and for private investors implementing social projects. One of the most common methods for their evaluation is the balanced scorecard and the cost-benefit model. The purpose of this work is to study the features of the practical application of these tools for evaluating the effectiveness of social projects, the rationale for specific metrics, approaches to their integration into a single system, as well as consideration of some features of the calculations, for example, the justification of the social discount rate. The work used such scientific methods as analysis, comparison, generalization and modeling. The author adapts the balanced scorecard for the evaluation of social projects, explains its structure and offers a typical model that can be used regardless the field of application (health, education, sports, etc.). Today the presence of a fair evaluation system will become an important competitive advantage that makes this study interesting for government agencies at the federal and regional levels, government corporations and businesses, as well as charitable foundations.

Performance management, as a systematic and continuous process of planning, measuring and improving performance, is an important endeavor for any organization, regardless of being private or public. To understand the current state of research on performance management, a comprehensive bibliometric study was conducted. This paper aims to provide a co-occurrence analysis to identify and explore clusters, prevailing and emerging themes, and future research directions. For this purpose data was collected from the WoS database and processed with VOSviewer and Microsoft Excel. The paper contains visual representations of clusters, keywords and their relationships, as well as an analysis of the novelty of the concepts. Based on the average published year (APY), the hottest keywords identified are Covid-19 (APY: 2021), followed by Industry 4.0 (APY: 2020.17), together with other 4IR tools (big data analytics, big data, machine learning, artificial intelligence, cloud, Iot, etc.). Resulting from the analysis of concepts with APY after 2017, in terms of their representativeness (occurrence), links, and total link strengths (TLS) with other items from the map, three concepts significantly emerged: framework (Cluster 1); public sector (Cluster 3); sustainability (Cluster 4). Based on the overall findings, new research directions were proposed.

The human resources department, as a dynamic mechanism in the hotel business, is a supporter and a manager who manages the corporation to grow by planning, supervising, and assuring the expected performance leads to desirable outcomes. The situation of spread of the COVID-19 virus has resulted in businesses and labor departments having to adapt to survive by upgrading existing knowledge and adding new skills. Therefore, this research aims to describe components and models of necessary skills development for performance affecting dynamic capabilities and performance in a new normal era for human resources managers of five-star hotels in Phuket Province, which are crucial components in an increased corporation’s sustainability and performance in terms of personnel efficiency, assets, funds, and information. This research is quantitative, and research data was collected from a total of 384 human resource managers of five-star hotels. There was a mutual discussion of factor analysis and structural equation results with three human resources managers who have been successful for not less than seven years in their work. The components consisted of systematic consideration through the following causes: necessary skills; professional skills, work skills, and emotional skills, mediator variables; dynamic capabilities, and organizational performance. This research also discussed five guidelines for developing the necessary skills for performance. As various factors have affected the performance in the new normal era, the human resources executives of five-star hotels in Phuket province should apply them and consider them together with their business plans for setting the strategic plan of organizational management, management, administrative, and human resources development. Doi: 10.28991/HIJ-2023-04-01-03 Full Text: PDF

A local area configures a socio-economic system in which several institutions interact. As stakeholders hold different values and perhaps conflicting interests, managing local area performance is a dynamic and complex issue. In these inter-institutional settings, performance management may help address such complexity. Traditional performance management approaches, mostly based on static and linear analysis, fail to capture the dynamic complexity of local-area performance, bounding decision-makers’ mindsets to an organizational view of performance. Overcoming such limitations requires methods oriented to grasp a better understanding of the social reality in which their institutions operate. This contribution aims to illustrate how the Dynamic Performance Management (DPM) approach may foster a “performative” use of performance information by decision-makers in inter-institutional settings. To this end, the article highlights the importance of designing conducive learning settings (i.e., action research enhanced by a system dynamics-based interactive learning environment) to support decision-makers make such a cognitive leap. Drawing from empirical evidence on destination governance studies, the article shows that enriching performance management with system dynamics modeling may help decision-makers to reflect on key issues impacting local area development, sparking a discussion on potential actions to balance economic, social, and competitive dimensions of performance. Findings reveal that DPM insight modeling holds explanatory and communicative potential in real forums by providing decision-makers with an understanding of the means-end relationships linking strategic resources to outcomes through value drivers. The use of such performance information can help local area stakeholders to (re)conceptualize the social reality in which their institutions operate. By acting as a “maieutic machine”, DPM fosters a shift from an organizational and static to an inter-organizational and dynamic view of local area performance. Implications of the study include the opportunity to provide training to strengthen the active use of performance information by decision-makers in inter-institutional settings.

Orientation: Public sector organisations (PSOs) are continuously scrutinised for their inability to deliver required services to the broader society. Organisational development (OD) appears to be the solution for improved service performance in PSOs. Research purpose: The main objective of this study was to develop an OD framework that could support long-term performance in a selected PSO. Motivation for the study: Integrated OD frameworks that can effectively guide the sustainable performance of PSOs are yet forthcoming in Southern Africa. Research design, approach and method: A qualitative approach was utilised to obtain semi-structured interview data from a purposive sample of management (N = 15) from a selected public sector institution. Theme analyses were applied to illicit themes for the data gathered. Main findings: The findings showed that participants perceive a misalignment between OD interventions and the performance imperatives of the PSO department. The participants highlighted several components that should be part of the OD framework to enhance performance. These included accurate diagnosis and evaluation, leadership and management development, operational factors (i.e. structure, processes and alignment), communication, inclusivity and profiling of employees. Practical/managerial implications: The study highlights the importance of management competence in driving OD interventions. The framework furthermore provides a guideline for management to implement change interventions to achieve the organisation’s strategic objectives. Contribution/value-add: A framework is presented that is specifically aimed at providing practical guidance for the design of OD interventions in PSOs.

This study proposes a performance management and measurement system for a large healthcare organisation. First, data is collected to analyse and understand the current performance management system. Second, the SWOT (Strengths, Weaknesses, Opportunities, Threats) method is used to identify the main aspects of the performance management system to be improved. Third, based on the scientific literature and SWOT analysis, BSC principles are integrated to this performance management system to better align the organisation’s performance objectives and indicators with its strategy. Finally, we develop a performance indicator structure and specify indicators to be used as well as how these indicators could be integrated and shared with higher hierarchical levels in the organisation by using AHP (Analytic Hierarchy Process). Our approach is applied to the program “Physical disability, intellectual disability, and autism spectrum disorder” of CIUSSS du Centre-Sud-de-l’île-de-Montreal, a large healthcare network, in the province of Québec, Canada.

The COVID-19 pandemic impacted workplaces, with public health orders requiring people to shift their workplaces into their homes. Consequently, many organisations pivoted to online operation and utilised technology such as Enterprise Social Media (ESM) to help manage this transition. In this study we explore leaders' diverse use of ESM during the pandemic, including whether it was used for performance management and how it shaped leaders’ social behaviour. We conducted fifteen semi-structured interviews with leaders in a large Australian University using the ESM technology. Our results explore the nuances of ESM use during this time including how it was used as a social tool, a communication tool, and as an informal means to collect performance data. Interviews also revealed concerns with ESM use such as privacy and information redundancy. Our work advances the Task-Technology Fit (TTF) literature by conceptualising cognitive and affective mechanisms to understand how utilisation moderates TTF outcomes. These mechanisms are contingent on how leaders use ESM and the level of their interactions and engagements. We identify practical implications of ESM use at a time of crisis including leader training, clear guidelines for internal communication, efficient information sharing practices, and informed consent for ESM-related data collection practices.

The current paradigm in Mobile Wireless Networks (MWNs) operation is being defied by the increasing importance of Machine Learning (ML) and Artificial Intelligence (AI). Nevertheless, another paradigm shift is rising with recent developments in causal inference and causal discovery, which, although having the potential to be applied to MWNs, have been relatively unexplored. This paper aims to develop a data-driven methodology using unsupervised ML and Conditional Independence Tests (CITs), typically used in causal discovery tasks, to identify distinct network performance patterns and pinpoint causal factors to explain them. The proposed methodology was first evaluated with crowdsourcing data from User Equipments (UEs). Afterwards, a dataset from a Long-Term Evolution (LTE) network, composed of a set of arbitrary performance indicators and configuration parameters, was considered. The crowdsourcing dataset, containing multiple network speed tests, revealed that the measured uplink throughput contributed the most to the observed performance patterns due to the used Radio Access Technologies (RATs). Furthermore, the LTE dataset revealed a causal relationship between the number of reserved signalling resources in the Physical Uplink Control Channel (PUCCH) and the UE uplink throughput. Notwithstanding, the key contribution of this paper is the consideration of causal-based concepts and methods for network operations enhancement.

Orientation: Several existing studies examine the effect organisational structures have on businesses, but there is limited research that considers the effects unforeseen crises have on organisational structures. Research purpose: The study sought to determine the effects that the coronavirus disease 2019 (COVID-19) pandemic and lockdown had on the organisational structure of a provincial health department, specifically relating to performance management, employee productivity and organisational citizenship behaviour. Motivation for the study: Additional pressure on health workers, who were seen as ‘essential workers’ during the pandemic, motivated the investigation of how organisational structure affects employees’ ability to perform their duties during crises. Research approach/design and method: The study employed a quantitative research approach, using surveys. A non-experimental research method and convenience sampling were employed and a sample of 207 respondents (n = 207) was achieved. Main findings: The respondents agreed that the pandemic did not cause a decline in their performance due to effective workload management. They also agreed that they still felt passionate about their work during the pandemic. They further posited that the pandemic emphasised the importance of teamwork. Practical/managerial implications: The study offers insights into some factors that produced successful outcomes when handling the pandemic, which can inform organisational strategy during any similar future crises. Contribution/value-add: The study adds to the limited literature linking human resources management and change or crisis management, which is critical when navigating a rapidly changing present and an increasingly uncertain workplace future.

In an increasingly varied and dynamic world, staying competitive and meeting the growing demands of customers and the market has become a real challenge for any company that strives for excellence. Therefore, adopting a performance management system is an essential decision to face unexpected market changes. Thus, the quality must be projected on the approaches and the practices mainly characterized by a high degree of maturity, which gives the company the ability to achieve continuous process improvements and meet the expressed and implicit needs of customers. However, other tools can help develop a sense of strong responsibility toward performance in its global definition and at all hierarchical levels of the company. The main contribution of this work is adapting a maturity model to assess management processes in manufacturing industries inspired by the ''Capability Maturity Model Integration CMMI''. In this work, a survey of Moroccan industries of different sizes operating in different sectors of activity is conducted, to define their maturity levels and their relationship with different types of industrial management.

This case study analyzes the existing characteristics of the performance measurement system and incentive payment in an international manufacturing company in Serbia, from furniture industry. The main aim of the paper is to understand the cause-andeffect relationship that the performance-based payment system has on employees and the organization, that is, to assess the real motivational power of rewarding employees with financial incentives. The aim of the paper is to analyze the advantages and disadvantages of incentive pay systems from the point of view of process motivational theories that deal with the cause-and-effect relationship of motivation for work, performance and job satisfaction in people. A case study method was used. The existing practice was evaluated with a purpose-built instrument, based on assumptions derived from process theories of motivation. The results indicate that regardless of the high salaries of employees (up to 30% higher than other employee salaries in the market), there is still high employee turnover and absenteeism, reduced motivation, dissatisfaction and unethical behavior. The causes are inadequate and unrealistic goals, non-transparent performance measurement, frequent changes in teams, lack of work resources and technical training, as well as numerous operational problems in the company. After the identification and analysis of the current method of performance management, practical recommendations were given on how to overcome the observed shortcomings and increase the satisfaction and motivation of employees.

Under the condition of social and economic growth rate continues to slow down, enterprises put forward environmental protection policies from the perspective of long-term development of resource construction, and enterprises will face more and more competitive pressure. If an enterprise wants to break through its own development bottleneck and become one of the enterprises drafting national standards in the industry, it must have a comprehensive understanding of its financial strategy and performance management program. This paper studies using the principal component analysis (pca), after consulting relevant financial performance evaluation literature, based on an enterprise’s financial performance data for principal component analysis, will have access to financial performance evaluation results ranking and scoring, not only can be found that there were problems, also will use modern management theory to replace the traditional financial performance evaluation methods, Give priority to scientific and comprehensive financial indicators for performance evaluation, so as to put forward effective solutions to help enterprises to clarify their own competitive pressure and market positioning.