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Managerial performance is viewed with great interest at any organization; its determination is an ongoing objective in the medium and long term. Conditionalities generally recognized by experts in this area of scientific concerns are clear: only good management exercised by professional managers, is capable of performance management, generating economic, financial and social performance. [ABSTRACT FROM AUTHOR]

This article addresses the subject of management control and tries to create a performance measurement system for social enterprises, that is, how to measure success. Three reference fields for management are analyzed: (a) economic-financial performance, linked to the determination of general performance (profits, value added, etc.) and analytic results (production-cost of services, efficiency indicators, etc.); (b) social effectiveness, to measure the quantity and quality of work undertaken and to identify its impact on the intended beneficiaries and the community; and (c) institutional legitimacy, verifying conformity with law and mission statement. In integrating these aspects, we propose a multidimensional controlling framework that is appropriate to the management of a social enterprise. We try to demonstrate the validity of the theoretical model through the illustration of an Italian empirical case: the work integration social enterprise “Ulisse.” [ABSTRACT FROM PUBLISHER]

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]

Current Organizational Behavior Management (OBM) research and practice may be characterized as either behavior focused or results focused. These two approaches stem from different origins and have different characteristics. The behavior-focused approach stems from applied behavior analysis (ABA) methods and emphasizes direct observation of and intervention on target behaviors of employees. In contrast, the behavioral systems approach encourages a shift from focusing on behavior exclusively toward focusing more on business results. A systems-oriented, results-focused approach toward Organizational Behavior Management is suggested as a means of making the field more relevant to the concerns of the business world. [ABSTRACT FROM AUTHOR]

The aim of this paper is to illustrate how to conduct a Behavioral Systems Analysis (BSA) to aid in the design of targeted performance improvement interventions. BSA is a continuous process of analyzing the right variables to the right extent to aid in planning and managing performance at the organization, process, and job levels. BSA helps to build alignment among activities within an organization to better provide value-adding products or services to the organization's consumers, which ultimately determines its survival. This paper provides an overview of the BSA approach, a Behavioral Systems Analysis Questionnaire (BSAQ) to guide the performance analyst, and an example of the BSAQ applied to an organization. [ABSTRACT FROM AUTHOR]

This study investigates the effects of rater personality (Conscientiousness and Agreeableness), rating format (graphic rating scale vs. behavioral checklist), and the rating social context (face-to-face feedback vs. no face-to-face feedback) on rating elevation of performance ratings. As predicted, raters high on Agreeableness showed more elevated ratings than those low on Agreeableness when they expected to have the face-to-face feedback meeting. Furthermore, rating format moderated the relationship between Agreeableness and rating elevation, such that raters high on Agreeableness provided less elevated ratings when using the behavioral checklist than the graphic rating scale, whereas raters low on Agreeableness showed little difference in elevation across different rating formats. Results also suggest that the interactive effects of rater personality, rating format, and social context may depend on the performance level of the ratee. The implications of these findings will be discussed. [ABSTRACT FROM AUTHOR]

The last decade has witnessed a resurgence of organizational socialization research. However, a critical question has been neglected: Is there a common underlying pattern to organizational socialization? We investigated newcomer learning, job satisfaction and intent to quit as common indicators of socialization, in research with 222 newcomers at two organizations during the crucial post-entry period. The results support a learning-dependent model of newcomer adjustment, with learning in specific domains related to improved attitudinal outcomes. Some aspects of organizational socialization were not uniform across the two organizations, suggesting a need for further development of socialization models and greater accounting for this in organizational socialization research. [ABSTRACT FROM AUTHOR]

Almost all state governments have adopted legislative or administrative mandates to manage for results. These mandates require agencies to engage in strategic planning and performance measurement, with the hope that performance information will be used to change decision-making behavior and improve performance. This article examines case studies of Alabama, Virginia, and Vermont to understand how corrections managers react to and use these mandates. The findings indicate a high degree of variation in case outcomes, ranging from compliance, to performance improvement efforts, to a questioning of the basic goals of corrections. There is a common logic: that explains how managing for results is used however, based on organization's leadership agenda, and informed by knowledge of environmental challenges and opportunities. [ABSTRACT FROM AUTHOR]

This paper discusses the collection of information from and about people at work. It attempts to structure the field, define key problems, expose sources of conflict and point the way to resolving major difficulties. [ABSTRACT FROM AUTHOR]

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.