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The current study aims to identify the criteria used in evaluating the performance of library workers and identify areas and aspects of benefit from them, such as the standards, in addition to identifying the indicators that resulted from the experiences of some major libraries which serve libraries since the emergence of the idea of establishing them, determining their location size and target audience until managing them and achieving the desired success The study relied on the theoretical approach, through a description of the subject of performance from all sides, using the best available sources in various ways, including books, references, articles and specialized periodicals in the field of performance and management, as well as the use of Internet sites to obtain some sources and access to reports, guides and pamphlets. as well as I dealt with the use of the presentation of the ( Damik) model as an indicator to solve the reasons for the low level of performance of the library and the study reached a set of results, the most important of which are: 1- The difference between indicators and standards is that the indicator is considered more specific and that the use of indicator is used in case the standard is difficult to use. 2- The performance indicators are characterized by credibility, validity, appropriateness, media content, and comparability. 3-there are standards specifications and performance indicators covering the field of libraries and information, including (11621), including those related to national libraries (28118) and (16439) those related to methods and procedures for evaluating the return from the library It also suggested a set of recommendations, the most important of which are: 1- The necessity of establishing specialized workshops that are specific to performance indicators and how to measure them, and to overcome the problems of declining performance indicators through professional associations (national or international) 2- The necessity of linking performance indicators with management, as the performance indicators, whether they are achieved or not, are mainly related to the administrative performance of the library. and technology to overcome it. 3- Qualified cadres should be prepared in libraries of all kinds, whose main task is to achieve highperformance indicators in these libraries. [ABSTRACT FROM AUTHOR]

Performance evaluation is an important process that can evaluate qualitative and quantitative criteria together and contribute to more effective and efficient decision-making of enterprises. At the same time, although it is important for businesses to remain strong in competition, it helps employees to evaluate and increase their performance in order to achieve their goals. Our aim in this study is to evaluate the performances of 3 civil servants who are determined jointly by the Strategy Monitoring Unit and Training Directorate, which are affiliated to the Human Resources department in an institution that has an important place in the public transportation system in Istanbul, and to determine the criteria that cause their performance. AHP method, one of the Multi Criteria Decision Making methods, was used in our study. It is a guide to the studies in this field by showing a simple, understandable way with the determined criteria and analysis, using an applied software program. [ABSTRACT FROM AUTHOR]

Purpose – Performance appraisal is one of the most critical and indispensable human resource practices for organisations. However, it generates dissatisfaction among employees as it is often viewed as complex and ineffective. The purpose of this paper is to present a new performance management system that integrates multi-criteria decision analysis (MCDA) methods – the analytic network process (ANP) and PROMETHEE – with the visual techniques of the GAIA plane and the stacked bar chart. MCDA methods allow a structured and consistent evaluation integrating qualitative and quantitative criteria. Design/methodology/approach – The authors developed a structured and transparent performance management system. It is based on the MCDA methods PROMETHEE and ANP. It also incorporates the visual techniques: GAIA and stacked bar chart. Feedback for trainings and developments can precisely be formulated. Findings – Visual techniques permit clear identification and quantification, for each employee, of the areas that need improvement through training and development, which contributes to the resource-based view of organisations. A real case study has been portrayed to show the added value of the MCDA methods and the visual techniques in employee performance management. Originality/value – The paper describes a new employee performance system adopted in an organisation. The multi-criteria analysis transparently combines qualitative and quantitative decision criteria into a holistic and transparent evaluation. The visual techniques permit us to gain a deep insight into the employees’ skills profile and capture fine details where individuals perform or underperform. [ABSTRACT FROM AUTHOR]

Orientation: Intrinsic rewards are personal, psychological responses to the work that employees perform, which stem from the manner in which their work is designed. Research purpose: This study sought to discover in what ways non-profit employees are psychologically rewarded by the nature of their work tasks. The use of a qualitative approach to data collection and analysis ensured that in-depth responses from participants were gained. Motivation for the study: Intrinsic rewards are of particular importance to non-profit employees, who tend to earn below-market salaries. This implies that their motivation originates predominantly from intrinsic as opposed to extrinsic rewards; yet, research into this area of rewards is lacking. Research approach, design and method: In-depth, semi-structured interviews were conducted using a sample of 15 extrinsically rewarded non-profit employees working within South Africa. Thematic analysis was utilised in order to generate codes which led to the formation of five intrinsic rewards categories. Main findings: Intrinsic rewards were classified into five categories, namely (1) Meaningful Work, (2) Flexible Work, (3) Challenging Work, (4) Varied Work and (5) Enjoyable Work. These rewards each comprise of various subcategories, which provide insight into why such work is rewarding to non-profit employees. Practical/managerial implications: Traditional performance management systems should be re-evaluated in the non-profit sector to shift focus towards intrinsic rewards, as opposed to focusing only on the use of extrinsic rewards such as incentives to motivate employees. Contribution/value-add: The study provides a qualitative understanding of how extrinsically rewarded non-profit employees perceive their work to be intrinsically rewarding, which bridges the empirical gap pertaining to intrinsic rewards within this sector. [ABSTRACT FROM AUTHOR]

A formal employee performance appraisal is regarded as one of the tools of human resources performance management. People, their knowledge and skills are currently considered to be the most valuable resource a company has. The article focuses on methods of employee performance appraisal in agricultural organizations in the Czech Republic. The first part of the article deals with the theoretical background of the term "formal appraisal" and employee performance appraisal methods as defined by Czech and foreign specialists. Further, the article describes, based on a questionnaire survey, employee performance appraisal methods that are considered important for the agricultural organizations in the Czech Republic. The aim of the article is to identify the current state of formal employee appraisal in a sample group of agricultural organizations and to test dependencies between selected qualitative characteristics. The outcomes show that the most commonly used methods of employee performance appraisal in agricultural organizations include predefined goal-based performance appraisal, predefined standard outcome-based performance appraisal and appraisal interviews. Agricultural organizations apply these methods in particular due to the fact that their findings are further utilized in other areas of human resource management, such as reward system and personnel planning. In statistical terms, dependency between the method of employee performance appraisal according to predefined goals applied by agricultural organizations and personnel planning (an area of human resources management) has been proven (p-value: 0.032, Phi coefficient: 4.578). [ABSTRACT FROM AUTHOR]

How do information technology capabilities contribute to firm performance? This study develops a conceptual model linking IT-enabled information management capability with three important organizational capabilities (customer management capability, process management capability, and performance management capability). We argue that these three capabilities mediate the relationship between information management capability and firm performance. We use a rare archival data set from a conglomerate business group that had adopted a model of performance excellence for organizational transformation based on the Baldrige criteria. This data set contains actual scores from high quality assessments of firms and intraorganizational units of the conglomerate, and hence provides unobtrusive measures of the key constructs to validate our conceptual model. We find that information management capability plays an important role in developing other firm capabilities for customer management, process management, and performance management. In turn, these capabilities favorably influence customer, financial, human resources, and organizational effectiveness measures of firm performance. Among key managerial implications, senior leaders must focus on creating necessary conditions for developing IT infrastructure and information management capability because they play a foundational role in building other capabilities for improved firm performance. The Baldrige model also needs some changes to more explicitly acknowledge the role and importance of information management capability so that senior leaders know where to begin in their journey toward business excellence. [ABSTRACT FROM AUTHOR]

The article discusses the upward evaluation of supervisors at the Arizona Health Sciences Library, exploring the benefits of employee feedback to their supervisors. It describes the annual performance appraisal process at the University of Arizona, the interdepartmental relationship between the medical library and the university's human resource department, and the employee satisfaction regarding their supervisor's skills in leadership, judgment, and communication. Other subjects under discussion include employee concerns about confidentiality, the use of web-based surveys to conduct upward evaluations, and the relationships between those in middle management and the executive directors.

A multi-business company is a complex entity. Evaluating corporate performance of such an organisation is even more challenging. Corporate performance is inherently multidimensional in nature, is viewed from various perspectives, and has to satisfy multiple objectives. It is multi-dimensional in the sense of being a function of many variables that drive firm performance; multi-perspectival, from various stakeholders' standpoints; and multi-objectives are to be optimised. So there is no single corporate performanceevaluation tool that can be prescribed as a stand-alone gauge; however, a unified and holistic corporate performance management system can be developed from multiple tools. This paper attempts to bring together a variety of performance management tools that have evolved and developed in theory, and have been tested and applied in practice. In developing this convergence, first a set of criteria that answers the multi-dimensional, multi-perspectival, and multi-objective requirements of a firm's performance will be identified and weighted. Second, management tools that have been used either singly or in combination by multi-business companies are reviewed and ranked against the chosen criteria. Finally, an integrated model or framework that brings together and unifies the elements of these ranked performance management tools is proposed. [ABSTRACT FROM AUTHOR]

This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier university in Malaysia through document analysis, interviews and survey questionnaires provided the foundation for the system development. By adopting the balanced scorecard, the proposed system provided a means for top down alignment of organisational objectives while creating a medium of communication between the lecturers and management. Though the method suggested in this study primarily focuses on the academic staff, it addresses the lack of a representative form of performance measurement for lecturers that accommodates the complexities of the profession while providing the potential adoption of an unconventional method to encourage excellence and development amongst all levels of employees in the industry. [ABSTRACT FROM AUTHOR]

We isolate and describe four key elements that distinguish different forms of forced distribution systems (FDS). These key elements are the consequences for low performers, differentiation of rewards for top performers, frequency of feedback, and comparison group size. We examine how these elements influence respondents’ attraction to FDS. Undergraduate students ( n = 163) completed a policy capturing study designed to determine how these four FDS elements influence their attraction to FDS. We examine the relative importance of these elements that most influence attraction to different FDS, as well as individual attributes (i.e., cognitive ability, gender, and major) that may affect those preferences. Respondents were most attracted to systems with less stringent treatment of low performers, high differentiation of rewards, frequent feedback and large comparison groups. Consequences for low performers were nearly twice as influential as any other element. Respondents with higher cognitive ability favored high reward differentiation and males were less affected by stringent consequences for low performers. Before practitioners implement FDS, it would be prudent to consider all four elements examined in this study—with the treatment of low performers being the most salient issue. Future accounts of FDS should clarify the nature of these elements when reporting on FDS. Such precision will be useful in generating a knowledge base on FDS. We add precision to the discussion of FDS by identifying four key elements. This is one of the first studies to examine perceptions of FDS from a ratee perspective. [ABSTRACT FROM AUTHOR]

The article examines the approaches for and benefits of CUSUM as a tool for ongoing assessment of clinical performance. CUSUM which stands for the cumulative sums method has been the most commonly used process control methods in medicine along with the sequential probability ratio test and the exponentially weighted moving average. Key considerations, processes and implications of CUSUM for improving clinical performance are cited.

The article provides information on the citizen involvement methods employed by local governments for the support of their performance measurement and management processes. It has been noted that the methods used by local governments are grounded on a research project of the Government Finance Officers Association (GFOA). Moreover, the main intention of the GFOA is to identify current practices of local governments in performance measurement and management. The article discusses the types of performance measures being utilized by local governments and examines some of the common elements among these measures.

Purpose - The purpose of this research is to study the relationship between the HR control system and organizational results, examining the moderating effect of uncertainty and HR risk behavior. Design/methodology/approach - The study analyzes the relationship between HR control systems and organizational results introducing two major moderating variables as, uncertainty and risk behavior. The data used for this study comes from questionnaire responses by sales and human resource managers of 108 Spanish firms. Findings - The empirical results show that these moderating variables have an influence on the success of the control system, but it can be stated that the control system has an independent impact on the organizational and sales force performance. Research limitations/implications - Small sample size and cross sectional study, and the use of subjective measures of company and HR performance are the main limitations of the work. Practical implications - To make correct decisions about HR control systems, managers should assess their environment and the composition of the workforce. There is not a control system that is good for all situations. Originality/value of paper - An analysis was made of an important non-executive employee group, as the sales force is, and addressed the important issue of control and performance while the literature is focused on management control systems. The study does not limit the performance measures only to company variables, displaying customer satisfaction and human resource performance factors. [ABSTRACT FROM AUTHOR]

To deal with the deregulated challenges in future power system operations, Taiwan Power Company (Taipower) has taken a strategic approach to implement an extensive Distribution Automation (DA) project including feeder automation (FA), trouble call management, load management, and remote metering functions in its Tai-Chung District. The project was completed in December 2002. For future extension purposes, Taipower tries to develop a comprehensive generalized step-by-step methodology for the economic evaluation of the DA project. This paper presents the methodology and results for the economic evaluation of the Tai-Chung DA project. The potential benefits of the implemented DA functions are quantified using standard mathematic formulas. An economic evaluation method using value-based analysis and present-worth analysis is performed to identify the most beneficial functions in the Taipower's implemented DA functions. Those DA functions that have great benefits should have high priority to be implemented in other distribution districts. Moreover, to find the candidate feeders for further FA extension, the sensitivity analysis of the benefit/cost ratio with respect to different customer types, feeder loads, feeder lengths, numbers of switch, and failure rates is also conducted. Accordingly, the optimum number of switch can be determined under the expected service reliability. The results and formulas obtained in this paper can also be used for return-of-investment or possible performance measure of the DA systems. [ABSTRACT FROM AUTHOR]

In addition to market information, available energy and capacity to participate in the market are also essential to be an effective market participant. This paper discusses the development of an online dynamic cable rating system (DCRS) that can help a system engineer maximize asset utilization without jeopardizing system facilities or compromising the reliability of the cables. Based on real-time cable loading, cable surface temperature, ambient temperature, and forecasting temperature, the DCRS can estimate both steady-state and dynamic cable rating. To confirm with the actual operation condition, both real-time cable temperature and forecasting ambient temperature are taken into consideration to perform short-term cable ampacity estimation to prevent overestimation and/or underestimation. Based on the information provided by the DCRS, the system engineer can establish or adjust the bidding strategy in time to effectively participate in the restructured electric markets. [ABSTRACT FROM AUTHOR]

Purpose - The aim of this paper is to use psychological contracts theory to explore performance management practices in Mexico paying particular attention to the impact of national culture, social and structural factors. Design/methodology/approach - The paper examines the content of psychological contracts from the viewpoint of both parties in the employment relationship managers and employees in the context of performance appraisals. It conducted focus groups and interviews at these two organizational levels in three different organizations. Findings - Findings are organized around three themes: performance appraisal systems, the promises (fulfilled and unfulfilled) and the sources of terms and conditions as the content of psychological contracts for managing and participating in performance evaluation systems. For each theme the paper presents and contrasts the viewpoints of managers and employees. Practical implications - Because of the sensitive cultural nature of performance appraisals, the findings help managers implement this process by explaining the underlying psychological contracts in Mexico. Specifically, employees experience the socio-emofional behaviors that accompany performance evaluation and engage in the process at different levels of commitment. Both managers and employees respond according to their needs and what they perceive to be the company's reward. Originality/value - Performance appraisal has received little attention from studies of psychological contracts, though it is a key practice in which work promises and rewards related to performance are made. In this study, the paper brings these two research streams together and apply it to a culturally unique setting. [ABSTRACT FROM AUTHOR]

Human resources for health (HRH) play a central role in improving accessibility to services and quality of care. Their motivation influences this. In Mali, operational research was conducted to identify the match between motivation and the range and use of performance management activities. Objectives: To describe the factors motivating and demotivating health workers in Mali and match the motivators with the implementation of performance management. Methods: First an exploratory qualitative study was conducted: 28 interviews and eight group discussions were held. This was followed by a cross-sectional survey, during which 370 health workers were interviewed. The study population consisted of health workers of eight professional groups. The following issues were investigated: • motivating and demotivating factors; • experiences with performance management, including: job descriptions, continuous education, supervision, performance appraisal and career development. Findings: The study showed that the main motivators of health workers were related to responsibility, training and recognition, next to salary. These can be influenced by performance management (job descriptions, supervisions, continuous education and performance appraisal). Performance management is not optimally implemented in Mali, as job descriptions were not present or were inappropriate; only 13% of interviewees received 4× per year supervision, and training needs were not analysed. Some 48% of the interviewees knew their performance had been appraised in the last two years; the appraisals were perceived as subjective. No other methods were in place to show recognition. The results enabled the research team to propose adaptations or improvements upon existing performance management. Conclusion: The results showed the importance of adapting or improving upon performance management strategies to influence staff motivation. This can be done by matching performance management activities to motivators identified by operational research. [ABSTRACT FROM AUTHOR]

This paper presents that performance management of contemporary companies has to be oriented towards optimisation of total productivity as it has a very strong impact on competitiveness. Four contingent performance management strategies for total productivity optimisation have been modelled using the non-linear mathematical programming approach. A case study is presented to demonstrate the applications. Some significant learning points have been highlighted to provide direction for the managerial practice community. [ABSTRACT FROM AUTHOR]

Purpose - This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins. Design/methodology/approach - Multiple interviews were conducted with expatriate employees and human resource managers of five MNE subsidiaries operating in the information technology industry, namely, Applied Material (American), Philips (Dutch), Hitachi (Japanese), Samsung (Korean), and Winbond (Taiwan). Findings - The findings show that all of the firms surveyed use standardized performance forms set by headquarters, which are not tailored to local operating environments. Also, lack of on-the-job training for expatriates was found to be prevalent among the five MNE subsidiaries. Divergent practices in goal setting, performance appraisal, and performance-related pay were largely attributed to the parent company's culture. The nature of the expatriate mission was another reason for different arrangements in expatriate performance management Originality/value - This study is one of the first to explore expatriate performance management practices of multinational finns. There does not seem to exist a prevalent form of expatriate performance management and such a practice is to some extent more strongly subjected to the influence of the parent company's culture. [ABSTRACT FROM AUTHOR]

This study examined predictors of 150 managers' attitudes toward a 360-degree feedback system and their degree of involvement in on- and off-the-job development activity in response to the feedback, as reported an average of 10 months following receipt of feedback. Three sets of predictors were: (a) feedback ratings from four sources (supervisor, peer, subordinate, self), (b) individual characteristics of the feedback recipients and, (c) perceived characteristics of the feedback recipients' work contexts. Despite adequate statistical power, few relationships were observed between feedback ratings and subsequent involvement in development activities and attitudes toward the feedback system. Three exceptions were a positive relationship between subordinate and peer ratings of managers and managers' attitudes toward the system as well as an interaction between self and peer ratings: the more unique or different peer ratings were compared to self-ratings, the more favourable ratee attitudes toward the system were. Other predictors of these dependent variables were: (I) a work context that includes people who are supportive of skill development (i.e. social support) and, (2) beliefs by feedback recipients that it is not only possible for people to improve their skills (i.e. incremental implicit theory of skill malleability), but also that they themselves are capable of improving and developing (i.e. self-efficacy for development). These results suggest that there are variables which are just as important (or possibly even more important) than differences in feedback level for predicting attitudes toward the feedback system and subsequent involvement in development activity following feedback. Practical implications, limitations, and suggestions for future research are discussed. [ABSTRACT FROM AUTHOR]

Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to integrating HR activities and business policies. As a result of this, the research on the subject has moved beyond the limited confines of measurement issues and accuracy of performance ratings and has begun to focus more of social and motivational aspects of appraisal. This article identifies and discusses a number of themes and trends that together make up the developing research agenda for this field. It breaks these down in terms of the nature of appraisal and the context in which it operates. The former is considered in terms of contemporary thinking on the content of appraisal (contextual performance, goal orientation and self awareness) and the process of appraisal (appraiser-appraisee interaction, and multi-source feedback). The discussion of the context of appraisal concentrates on cultural differences and the impact of new technology. In reviewing these emerging areas of research, the article seeks to explore some of the implications for appraisal practice at both organizational and individual levels. [ABSTRACT FROM AUTHOR]

Management of performance requirements is a major challenge for information systems as well as other software systems. This is because performance requirements (e.g., "a student records system should have good response time for registering students") can have a global impact on the target system. In addition, there are interactions and trade-offs among performance requirements, other nonfunctional requirements (NFRs, or software quality attributes, e.g., accuracy), and the numerous alternatives for the target system. To provide a systematic approach to managing performance requirements, this paper presents a "Performance Requirements Framework" (PeRF) It integrates and catalogues a variety of kinds of knowledge of information systems and performance These include performance concepts, Software Performance Engineering (SPE) principles for "building performance into" systems, and information systems development knowledge (including requirements, design, implementation, and performance). In addition, layered structures organize performance knowledge and the development process. All this knowledge is represented using an existing goal-oriented approach, the "NFR Framework," which offers a developer-directed graphical treatment for stating NFRs, analyzing and interrelating them, and determining the impact of decisions upon NFRs. This approach allows customized solutions to be built, taking into account the characteristics of the particular domain. The use of PeRF in managing performance requirements is illustrated in a study of performance requirements and other NFRs for a university's student records system. This paper concludes with a summary of other studies of information systems, tool support, and directions for future work. [ABSTRACT FROM AUTHOR]

An approach to software performance testing is discussed. A case study describing the experience of using this approach for testing the performance of a system used as a gateway in a large industrial client/server transaction processing application is presented. [ABSTRACT FROM AUTHOR]

This study was designed to simultaneously analyze the influence of mood and interpersonal affect on the performance appraisal process. Results suggest that affect consistency, as opposed to mood consistency, is likely to influence the weighting of recalled performance information and ratings subsequently assigned. Surprisingly, a mood-incongruent effect also occurred when weighting the performance information. Aside from affective influences, the raters assigned the most weight to positive performance incidents, however, the raters remembered more of the negative performance. Implications for appraisal practice and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

The article discusses an exploratory study of the validity of nutrition performance standards in examining the quality of food service and nutrition offered by day care centers in New York City. It is stated that the study aims to conduct an on-site testing of nutrition performance standards for safety and appropriateness of food served and to estimate nutrient content of average portions of foods served compared to a written evaluation of the nutrient value of menus which was submitted before the on-site visit. Information related to the methods and analysis used in the study as well as the results is discussed.

The article presents the author's insights regarding performance management and appraisal in the field of veterinary practice. It explores the meaning of performance management and appraisal, the reason for using performance appraisal, and the reward issue in such appraisal. It also explains the procedures involved in the performance appraisal system.

The article presents abstracts on management. This paper reports on an industrially led research project supported by Great Britain's Engineering & Physical Sciences Research Council which set out to tackle an increasingly pressing issue for organizations, how to measure and manage the performance of teams. It describes a typology for team performance measurement system (TPMS) design and identifies the gaps of current TPMS approaches. Authors J. Gosling and H. Mintzberg assert that management without leadership encourages an uninspired style which deadens activities and leadership without management encourages a disconnected style which promotes hubris. An effective manager is able to integrate all five types of management into the daily work. One of a three-part series that focuses on the classic theories and news studies on why people need meaningful work and the implications for organizations. As a result, the best employers are not great because of their perks and benefits but because of their organizational cultures and policies that promote meaningful work and a nurturing, supportive workplace.