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Driving is an integral component of many operational systems, and any small improvement in driving quality can have a significant effect on accidents, traffic, pollution, and the economy in general. However, making improvements is challenging given the complexity and multidimensionality of driving as a task. In this paper, we investigate the effectiveness of nudging to improve driving performance. In particular, we leverage a smartphone application launched by our industry partners to send three types of nudges through notifications to drivers, indicating how they performed on the current trip with respect to their personal best, personal average, and latest driving performance. We measure the resulting driving performance using telematics technology (i.e., real-time sensor data from an accelerometer, Global Positioning System (GPS), and gyroscope in a mobile device). Compared with the “no-nudge” control group, we find that personal best and personal average nudges improve driving performance by approximately 18% standard deviations of the performance scores calculated by the application. In addition, these nudges improve interaccident times (by nearly 1.8 years) and driving performance consistency, as measured by the standard deviation of the performance score. Noting that driving abilities and feedback seeking may vary across individuals, we adopt a generalized random forest approach, which shows that high-performing drivers who are not frequent feedback seekers benefit the most from personal best nudges, whereas low-performing drivers who are also frequent feedback seekers benefit the most from the personal average nudges. Finally, we investigate the potential mechanism behind the results by conducting an online experiment in a nondriving context. The experiment shows that the performance improvements are directly driven by the changes in participants’ effort in response to different nudges and that our key findings are robust in alternative (nondriving) settings. Our analysis further shows that nudges are effective when the variability in reference points is low, which explains why the personal best and personal average nudges are effective, whereas the last score nudge is not. This paper was accepted by Vishal Gaur, operations management.

Peer-to-peer (P2P) federated cloud system has emerged as a promising service delivery model wherein multiple cloud service providers (CSPs) collaborate and share resources and services among themselves to fulfill the spikes in demand from their cloud service consumers (CSCs). It facilitates CSPs to accomplish the committed service level agreements (SLAs) to their CSCs. However, the lack of preexisting trust relationships and unawareness about the cloud infrastructure and service delivery performance among CSPs in a distributed environment poses a risk to the quality of service (QoS) being delivered. We address this challenge by proposing a trust model, PRTrust, for a peer-to-peer federated cloud system that capitalizes the triangular relationship of performance, risk, and trust for the participating CSPs. The main contributions of this work are: (1) providing a logical design and architecture for trust and performance management in a peer-to-peer federated cloud system; (2) providing a two-tier weighted performance evaluation mechanism for CSPs; (3) providing a risk evaluation mechanism for CSPs based on their current performance level; (4) providing an improvised mechanism to evaluate and manage personalized reputation-based trust for the participating CSPs; (5) providing a CSP selection mechanism from a trusted list of CSPs, using the evaluated performance-based risk, for sharing the resources and services in a peer-to-peer federated cloud system. The proposed PRTrust model has shown better threat resilient behavior in dealing with malicious peer CSPs when compared with the reference EigenTrust model.

PurposeThis paper aims to focus on the relation between digital transformation and banks’ reputation, as examined through the information disclosed by the five largest Italian banking groups’ efforts to extend and enhance their digital resources. Considering digitalization as a key strategy for managing reputation, which, in turn, can leverage financial and value performance management, the paper investigates whether and how digital activities might affect banks’ reputation. Therefore, this paper proposes the relationship between digitalization and reputation as a lever for performance management and for increasing efficiency.Design/methodology/approachThe authors use content analysis to generate a digital disclosure index, categorizing activities human, structural and relational. For banks’ reputations, the proxies are a measure of corporate reputation and a reputational risk index. Methodologically the study used multiple case studies, considered as particularly suitable to gain an in-depth understanding of the topic in the case of the five banks. A collection of secondary data and semi-structured interviews are included.FindingsOverall, the digitalization-reputation link shows that banks’ reputation is variously affected, not only by exposure to risk (including reputational risk) but also by strategic issues such as digitalization and the effectiveness of the corresponding communication. Consequently, banks should view digitalization as a key driver to be considered not in a stand-alone perspective, but in a combined approach.Research limitations/implicationsContinued research should include the Covid-19 implications. Additionally, it would be important to compare a larger number of banks, with different characteristics, also including variables indicating the corporate governance mechanisms.Practical implicationsThe analysis contributes to fostering scholars’ and practitioners’ management of the digital transformation challenge that is a current key-factor, capable of increasing banks’ value. It considers not only the drivers directly affecting monetary value but also the institutions’ social and relational value, as well as their reputation.Originality/valueThis paper extends prior research on the digitalization-reputation relation by investigating digital transformation through disclosure of activities in this area within the Italian banking sector. It allows to leverage the key-factors that can contribute to increasing banks’ value, considering not only the drivers directly affecting monetary value but also the institutions’ social and relational value, as well as their reputation.

While public administration scholars have studied reputation management for a while, the concept of reputation is coming front and center in governance practices – for better or worse. In this paper, we introduce the Reputation Era, building upon other schemas of understanding administrative development. While reputation management has always been part of public administration, we argue the Reputation Era emerges in a postmodern condition focusing on images and slogans as creators of knowledge, coupled with a digital space that creates instantaneous opportunities to bolster or ruin a reputation. Reputation in this era becomes an input, throughout, output, and outcome rather than only an afterthought. Public values, then, shift in a Reputation Era as cornerstones such as transparency, performance management, and citizen participation, get subsumed into constructing a positive reputation and could lose their mooring to democratic practices if not carefully managed. We offer testable propositions based on our Reputation Era argument.

This study aims to analyze the application of Total Quality Management (TQM) to improve managerial performance at the Perum Bulog Sub-Directorate of Makassar. This research is qualitative research conducted at the Office of the Bulog Subdivre Makassar. Data was sourced from interviews with informants and the results of observations and collected documentation. The informants in this study were the head of the warehousing section and the head of other sections, which consisted of 4 informants. Furthermore, qualitative data analysis was carried out in three stages: data reduction, presentation, and conclusion. The results showed that Total Quality Management is a structured system that is used to improve managerial performance. In Total Quality Management, there are improvements to the company's vision, mission, and strategy to be even better, teamwork and focus on customer satisfaction make all employees work together and try to do better in carrying out their duties so that performance management can also improve.

The past few years, the companies of the financial sector focus on the efficiency even better because of an economic crisis which can be experienced in a year. Because of this the many times obsolete benchmarking systems modernization became important. Characteristically at construction industry firms and the IT and the system developed by them is used in a financial sector, but any companies may be useful where it is necessary to accomplish aims for him, it is necessary to work together with others, or there are key competences, which are essential, to the filling of the scope of activities. Now the big part of the enterprises’ employees home office-ban works, the benchmarking is useful in a situation like this. The leaders’ big part suffers from lack of information in connection with his colleagues’ performance, because of this if the leaders have the aims in sight, it they onto the readiness of tasks which can be broken down, the pressing feeling stemming from the isolation decreases then.

Purpose - This research aims to recognize the performance indicators relating to the management of species reported in the literature. Design/methodology/approach - It is an exploratory and descriptive research. It assumes the qualitative characteristics. We presented a theoretical proposal of indicators and sufficient dimensions to manage an IES. The board was selected by convenience. The expert group was composed of people who have expertise in managing performance. Findings - We found indicators that were added according to the suggestion of the respondents, resulting in 65 indicators, divided into 9 dimensions. The model contemplates the dimensions: Economic; Internationalization and research; Student/Client; Market; Academia; Operational; Human Resources; Society/extension and Sustainability. Research limitations/implications As limitations of the research, there is the possibility of some work on indicators that have not been identified at this stage of research, and also the choice of specialists. Practical implications - This study presents the determinants of business performance. The indicators that should be used for each type of organization are of utmost importance and were highlighted as one of the challenges of future research in the management of organizational performance. Social implications In the Brazilian literature, 75% of the surveys do not address performance management holistically, thus reinforcing this study’s importance and originality. Originality/value - Previous literature were identified 57 performance indicators, distributed in six 6 dimensions based on the concepts of multidimensionality. The work found indicators were added according to the suggestion of the interviewees, resulting in 65 indicators divided into 9 dimensions. RESUMO Objetivos - Esta pesquisa tem como objetivos reconhecer os indicadores de desempenho relacionados à gestão de IES relatados na literatura. Metodologia - É uma pesquisa exploratória e descritiva, que assume características qualitativas. Apresentamos uma proposta teórica de indicadores e dimensões suficientes para ogestão de uma IES. O quadro foi selecionado por conveniência. O grupo de especialistas foi composto por pessoas com experiência em gestão de desempenho. Resultados - Encontramos indicadores que foram adicionados de acordo com a sugestão dos entrevistados, resultando em 65 indicadores, divididos em 9 dimensões. O modelo contemplando dimensões: Econômicas; Internacionalização e pesquisa; Aluno/Cliente; Mercado; Academia; Operacional; Recursos Humanos; Sociedade/extensão e Sustentabilidade. Limitações- Como limitações da pesquisa, existe a possibilidade de alguns trabalhos sobre indicadores que não foram identificados nesta fase da pesquisa, e também a escolha de especialistas. Implicações práticas - Este estudo apresenta os determinantes do desempenho empresarial. Os indicadores que devem ser utilizados para cada tipo de organização são de extrema importância e foram destacados como um dos desafios de pesquisas futuras na gestão do desempenho organizacional. Implicações sociais Na literatura brasileira, 75% das pesquisas não abordam gestão de desempenho de forma holística, reforçando a importância e originalidade deste estudo.. Originalidade/valor - Na literatura anterior foram identificados 57 indicadores de desempenho, distribuídos em seis 6 dimensões baseadas nos conceitos de multidimensionalidade. Os indicadores de trabalho encontrados foram agregados de acordo com a sugestão dos entrevistados, resultando em 65 indicadores divididos em 9 dimensões.

Post-cold-war-era conflicts and the humanitarian political economy have driven two disparate yet concurrent shifts within the humanitarian field. On one hand, new public management-style reforms have increasingly focused organizations on efficiency, deliverables and technical proficiency. On the other, an international rights regime has demanded that humanitarian interventions and actions become more explicitly political. Nowhere are the tensions between neutral humanitarian expertise and the need for overt political engagement more visible than for organizations promoting refugee protection in fluid, politically pluralistic urban sites. Building on fieldwork in Johannesburg, Kampala and Nairobi, we argue that neutrality, technical fixes and demands for direct and targeted service delivery can undermine long-term urban protection. Rather, protection requires enhanced local literacy and pursuing back routes to rights through engagement with municipal authorities, local actors and policy sectors. In other words, humanitarian organizations must work smarter, smaller and stealthier. But, to do this, the sector requires substantial shifts in its funding regime—including reconsidering demands for measurable outputs, strictly targeted services and rapid direct service delivery.

Purpose The main objective of this study is to present a conceptual model of sustainable product service supply chain (SPSSC) performance assessment in the oil and gas industry. Design/methodology/approach Based on an in-depth study of the previous literature, the indicators related to PSSC performance assessment were determined. Then, exploratory factor analysis and confirmatory factor analysis were applied to identify and confirm the sub-criteria and criteria pertaining to the proposed model. Findings The obtained results identify ten criteria related to the proposed model as follows: “Environmental performance”, “Customer performance”, “financial performance”, “Information technology Performance”, “Social Performance”, “Risk performance”, “Logistics performance”, “Operational performance”, “Organizational performance” and “performance of innovation and growth”. Research limitations/implications As the present research was conducted in the Iranian context, caution should be taken regarding the generalizability of the obtained results. Originality/value Based on a set of the identified criteria, this study proposes a conceptual model of the PSSC performance assessment in the oil and gas industry which hopefully could be useful for other organizations in this industry and other organizations in other parts of the world.

PurposeThe study explores inpatriation and the role of performance management (PM) upon knowledge transfer through the theoretical lenses of leader–member exchange (LMX) and social embeddedness theories.Design/methodology/approachThe study adopts a qualitative approach and focuses on inpatriate managers at the headquarters of three large UK healthcare multinational corporations (MNC). The authors were able to collect and analyze 24 interviews, with a focus on our key variables. The authors also conducted interviews with human resource (HR) personnel responsible for global mobility.FindingsThe findings suggest that the inpatriate managers’ willingness to transfer knowledge is contingent on their LMX with their supervisor and embeddedness within the firm. The authors found that good PM is the facilitator.Originality/valueThe critical contribution of the paper is exposing apparent weaknesses in current inpatriate PM practices in contributing to the MNCs' global knowledge flows, and ultimately, firm performance. This study's findings add to the awareness of how MNC knowledge flows transpire and emphasize the importance of rigorous PM practices for MNC knowledge transfer.

The overall purpose of this research refers to the real case in Chixar's business which points out that the instability of motivation in doing business is an aspect that has also become a concern for internal business members, given the business conditions that had experienced pivoting before and the necessity to pursue sales targets that are quite high in the business. new to pivoting, internal business has a strong desire to improve business performance but it is necessary to support it with analysis of personality traits and motivation factors for Chixar business members as the main basis. Regarding small business aspects, the implementation of human resources management is not implemented properly considering that small businesses have fewer employees so they are not a main concern to be considered in internal business, but small businesses are often focused on the orientation of sales and business operations. Therefore, the author focuses on the scope of research in the application of human resources management in small business which includes aspects of personality traits and motivating factors for doing business. Personality traits are aspects that are owned by each individual and affect individual behavior based on personal desires towards an achievement or expected goals, personality is an absolute and stable aspect and variable possessed by individuals who are associated with working behavior, motivation and goal-orientation. The author uses the Big Five Personality Traits framework to identify and analyze the types of personality traits and factors that underlie Chixar business members. Self Determination theory as the framework basis of the motivation factor is divided into two, namely intrinsic motivation and extrinsic motivation, both motivation factors are analyzed in depth on several sub-variables. Overall, the data analysis process was carried out using qualitative data methods with data collection processing stages which included individual assessment, in-depth interviews and focus group discussions. The results of data analysis show that there are differences in personality traits owned by Chixar business members and differences in extrinsic motivation factors despite the similarities that form intrinsic motivation. The results of the strongest and most implementable personality traits are Openness personality traits, the strongest intrinsic motivation factor is Relatedness factor and the strongest extrinsic motivation factor is Integrated Regulation. Regarding the findings, the author tries to recommend solution that it is necessary to implement a performance management system as the main implementation base for small businesses which includes establishing development objectives, communicating effectively, motivating employees, document performance, feedback, diagnosing performance problems and developing employees.

A critical issue in public accountability is how to reduce chances for dysfunctionalities. This research addresses it by examining both theoretically and empirically how quality reporting may reduc...

Purpose The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment. Design/methodology/approach Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region. Findings The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention. Originality/value This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

Purpose: The purpose of this study was to investigate the relationship between workplace environment practices and employee retention in selected International Non-Governmental Organizations in Nairobi County. Methodology: This study adopted a descriptive survey design. The sampling frame was the listing of staff in 93 International Non-Governmental Organizations that were selected using a simple random sampling method from the 1,252 INGO’s with offices in Nairobi County. Purposive sampling was used to select 120 staff from the 93 INGOs who participated in the study. A semi-structured self-administered questionnaire was used to collect primary data while secondary was collected through a review of published literature such as annual INGO reports, journal articles and published theses. Data analysis involved preparation of the collected data - coding, editing and cleaning of data in readiness for processing using Statistical Package for Social Sciences (SPSS) package version 24.0. Cronbach’s Alpha was used to measure consistency and content validity. Quantitative data was analyzed using detailed statistics that include mean, standard deviation as well as the statistical package of social sciences (SPSS) version 24 and Microsoft Excel. Qualitative data was evaluated and analyzed using content analysis. Multiple linear regression analysis was used to evaluate the relationship between the independent and dependent variables and information obtained from the study presented using graphs, charts, written text and tables. Results: Internal promotion plans, mentoring programs, management support, effective career development policy, proper individual performance management, practical on-the-job training, effective organizational training policy, flexible leave plans, job sharing and job scheduling practices strongly influence the intention of the respondents to stay with their employers. More work needs to be done to improve succession planning, career break practices and the overall effectiveness of the work life balance policy.

The present study investigated the effect of talent management practices on performance sustainability in the sports industry. The study used the deductive reasoning approach to predict new cricketer performance sustainability. The hypotheses were tested using partial least square structural equation modeling (PLS-SEM) techniques. The self-administered structured questionnaires were used to collect data. The total sample size was 270, which were collected from respondents playing in Bangladesh Premier League domestic and international matches. The results revealed that onboarding and engagement, player development, performance management, and strategic teamwork planning positively influence performance sustainability. However, the findings suggested that policymakers and other concerned authorities should implement this result to sustain players' performance continuously. This is the first paper that applies talent management practices to magnify performance sustainability.

PurposeIn 2016, New Zealand's Ministry of Health introduced the System Level Measures Framework which marked a departure from health targets and pay-for-performance incentives towards an approach based on local, collaborative approaches to health system improvement. This exemplifies an attempt to “overwrite” New Public Management (NPM) institutional practices with New Public Governance (NPG). We aim to trace this process of overwriting so as to understand how attempts to change institutional practices were facilitated, blocked, translated and edited.Design/methodology/approachWe develop a conceptual framework for understanding and tracing institutional change towards NPG which emphasises the importance of discursive strategies in policy attempts to overwrite NPM with NPG. To analyse the New Zealand case, we drew on policy documents and interviews conducted in 2017–18 with twelve national key informants and fifty interviewees closely involved in local development and/or implementation of the SLMF.FindingsPolicy sponsors of collaborative approaches to health system improvement first attempted formal institutional change, arguing that adopting collaborative, quality improvement (NPG) approaches wouldsupplementexisting performance management (NPM) practices, to create a superior synthesis.When this formal approach was blocked, they adopted an approach based on informal persuasion of local organisational actors that quality improvement shouldsupplantperformance improvement. This approach was edited and translated by local actors, and the success of local implementation varied considerably.Research limitations/implicationsThis article offers a novel conceptualisation of public management institutional change, which can help explain why it is difficult to completely erase NPM practices in health.Originality/valueThis paper explores the rhetorical practices that are used in the introduction of a New Public Governance policy framework.

In response to the growing pressure on public budgets, many countries introduced various private-sector-inspired management practices to improve the performance of publicly funded health systems. Regardless, the non-negligible share of health-care spending is still considered wasteful, and the search for efficiency gains in healthcare is still relevant. The relevance even increases in the context of events related to the outbreak of the coronavirus disease in 2020, presenting new challenges for performance management in hospitals. Considering the gaps between the environmental settings of various countries, a finding of one universal theory of effective hospital management is unlikely. The contextual examination of hospital management on the national level and knowledge-sharing is then a more suitable approach to aid the practitioners in search of the most appropriate mix of management practices. This study employed a mixed methodological approach to examine individual aspects of performance management from the hospital management’s perspective to identify the areas of potential efficiency gains. The core research phase consisted of on-site visits in three public hospitals taking place since September 2019 with the respondents from various management levels and both clinicians and non-clinicians. During an approximately hour-long session the respondents were asked to fill out the questionnaire examining the aspects of the performance management system employed in their institution (e.g., the scope of measurement, reliability of data, communication of results, engagement of management) and interviewed to examine the rationale of provided responses. The on-site research stage resulted in 87 complete data sets further analyzed using statistical analysis with results interpreted using commentaries and rationales obtained from interviews. The findings were similar among all examined institutions and mostly consistent with similarly natured studies. While the performance measurement appeared to reflect the clinical performance better than the organizational one, it is also perceived as inadequate to the complexity of service. The management seemed to consider performance management for operational purposes rather than being incentive-oriented or exploratory, in line with the perceived lack of connection between the performance measurement and the organizational strategy. Combined with poor communication of performance management principles, this discrepancy appears to contribute to the potential tension between the hospital and clinical management in setting priorities between the economic performance and the quality of care. Overall, these findings should provide insight into aspects influencing performance management employed in public hospitals in the Czech Republic and present the evidence for the discussion of potential efficiency gains in practice.

Since the 1990s, following similar reforms to its general politico-administrative systems, Uganda has decentralized its public healthcare system by shifting decision-making power away from its central Ministry of Health and towards more distal administrative levels. Previous research has used decision space—the decision-making autonomy demonstrated by entities in an administrative hierarchy—to measure overall health system decentralization. This study aimed to determine how the decision-making autonomy reported by managers of Ugandan healthcare facilities (de facto decision space) differs from that which they are allocated by official policies (de jure decision space). Additionally, it sought to determine associations between decision space and indicators of managerial performance. Using quantitative primary healthcare data from Ugandan healthcare facilities, our study determined the decision space expressed by facility managers and the performance of their facilities on measures of essential drug availability, quality improvement and performance management. We found managers reported greater facility-level autonomy than expected in disciplining staff compared with recruitment and promotion, suggesting that managerial functions that require less financial or logistical investment (i.e. discipline) may be more susceptible to differences in de jure and de facto decision space than those that necessitate greater investment (i.e. recruitment and promotion). Additionally, we found larger public health facilities expressed significantly greater facility-level autonomy in drug ordering compared with smaller facilities, which indicates ongoing changes in the Ugandan medical supply chain to a hybrid ‘push-pull’ system. Finally, we found increased decision space was significantly positively associated with some managerial performance indicators, such as essential drug availability, but not others, such as our performance management and quality improvement measures. We conclude that increasing managerial autonomy alone is not sufficient for improving overall health facility performance and that many factors, specific to individual managerial functions, mediate relationships between decision space and performance.

Progress has been impeded by organizational inertia, special interests protecting entitlements, a lack of courage, and claimed constraints of human resources technology [ ]a survey in June 2020 of human resources leaders in 843 companies globally, reflecting a total employee population of over 10 million, found that 55% are either testing or have implemented new talent processes in response to COVID-19, and this nimbleness is highly correlated with employee perceptions of effective organizational crisis leadership (Adair, 2020 ) Gratitude, purpose, cohesiveness, caring, clarity, pride, responsibility, visibility, support, emotional bonding, talented teammates, enhanced physical safety, increased focused on mental health and well-being—all are levers that envelop solid employees in meaningful moments across the life cycle [ ]this may well be the time to redefine the leadership model for 2021 and beyond, and systematically harness this unique moment to accurately capture a holistic profile of genuine future-facing leadership potential [ ]there is genuine urgency to make sure that our models are updated as we

This article contributes to the literature on compassion in organisations by exploring, through the sociology of relational work, how compassion emerges against the backdrop of what is described as structural toxicity; that is, structures, policies and practices that create the material stage upon which compassion may, or may not, materialise. Underfunding, social deprivation and draconian performance measures are all examples of structural toxicities that may trigger relational toxicity, that is conflict, suffering and disconnection at work but also where compassion may emerge in various forms. It is against this backdrop that we seek to address the conceptual and empirical gap in current understandings of compassion in organisations. Theorising from the empirical field, a case is presented in which compassion emerges as a product of the ongoing relational work of teachers in response to structural toxicities that trigger repeated instances of emotional pain and suffering but also joy and engagement with their work and each other.

Although many studies state the benefits of performance management systems within the sport sector, there has been little research regarding the practical application and suitability of these syste...

Performance management practices include various approaches to significantly assess the organizational performance and productivity. It includes critical analysis and evaluation of employees skills and knowledge to increase output at workplace which establishes culture of proper evaluation of individual performance i.e. directly linked with attainment of individual as well as organizational goal. With the changing dimensions of business operations performance of employees is ensured through involvement of strategic approaches which enables them to understand the required standards of performance and evaluation criteria to assess productivity with merits and demerits of learning and improving better alternatives which ultimately enhances the overall performance of organization. This study helps in critical assessment of various performance management practices and its effect on employee productivity in textile firms of Bhilwara city. The performance management practices comprised of employee appraisal system, training and development, reward system and feedback which all are considered as independent variables and dependent variable is defined as employee productivity. The research paper incorporates primary data collected through a structured questionnaire from a sample size of 100 respondents who worked at various managerial levels in textile firms. A descriptive research design is used for the analysis of data with the help of mean, standard deviation and regression analysis to accomplish the research objective of assessing the effect of independent variables performance appraisal, training & development, reward system and feedback on employee productivity. Various hypothesis are framed to test the results and draw inferences for the population. The study focuses on implementation of various approaches that can enhance employee productivity and develop a workforce through proper training and evaluation with the help of review and feedback mechanism and ensure growth of individuals as well as organization and fulfilment of organizational goals. The result is analysed through regression which helps in adoption of sustainable HR practices forced to rethink on decisions pertaining to employee productivity

Today, the construction industry has to turn into one of the major industries, which covers a wide range of dependent industries. Rapid changes in the construction environment require a great deal of effort for a company or organization to maintain survival and growth. The life of companies and organizations in the field of construction depends on the way they manage their projects. Achieving project success is a major goal of project managers. A method of evaluating and controlling the project success is to apply project performance management. As a result of the studies, the most important key performance indicators, their relevant sources and references, and the relationships related to the quantification of indicators and their relationships with each other have been introduced and described. These results could help researchers in the future to obtain information and resources related to each index. Safety, environment, cost, profitability, scheduling, productivity, sustainability, quality, client satisfaction, and team satisfaction are the most important indicators.

Bureaucratic Reform in human resources began with the birth of Law No. 5 of 2014 on State Civil Apparatus (ASN). The new paradigm in the ASN Law makes ASN employees a profession that has an obligation to conduct self-development and must take responsibility for performance and apply merit principles in the implementation of ASN management. The Ministry of Finance followed up the Bureaucratic Reform in hr with performance management policies. Performance management in the Environment of the Ministry of Finance consists of three main stages, namely planning, monitoring, and determining performance results and evaluation. Performance evaluation results determine the performance value of employees and organizations, which affects employee careers and compensation. The solution by the Ministry of Finance is to implement management practices called Organizational Performance Dialogue (DKO) and Individual Performance Dialogue (DKI) whose main purpose is to improve the performance of employees and organization. This research is explanatory, where the research method used is Partial Least Square (PLS), with software for analysis using SmartPLS. Data collection instruments using questionnaires and structured interviews with research respondents are employees of the Ministry of Finance in Semarang City area. This research aims to know the effectiveness of performance dialogue on employee performance, so that the results are expected to be a reference in management practices in organizational units in the environment of the Ministry of Finance in an effort to improve the performance of employees and organizations. Keywords:Effectiveness, Individual factors, Leadership factors, Performance dialogue, Employee performance

Employee performance management (PM) is often promoted as an innovation to improve public sector performance, but globally is hard to implement. Vietnam, like other transitional countries, faces ad...

The objective of the research is to develop a model to measure emergent leadership among employees in Indonesia. In doing so, this study first developed a theoretical model by identifying the emergent leadership constructs from the literature and identifying the criteria measurement of these constructs from the literature and thirdly was to validate the theoretical model to measure emergent leadership in Indonesia. The theoretical model consists of 6 emergent leadership constructs measured by a total of 60 measuring criteria. The empirical process of the validation employed data collected from 350 respondents who were working with the team working in Jakarta, Banten, and West Java. The validation aimed to validate the variables that were used to measure each of the constructs by determining statistically that the sample number is adequate; using the Keiser-Meier-Olkin and Bartlett’s test to ensure the applicability of the data for multivariate statistical analysis; to validate the measuring criteria as relevant to emergent leadership and to determine the reliability of each of the emergent leadership constructs to the model. The result showed that emergent leadership can be measured by the following indicators: dominant, friendly, egocentric, intelligence, creativity, open mind, experiences, caring, positive vibes, discipline, good planner, conscientiousness, team player, communicative, and performance management for knowledge-skills-attitude. Furthermore, the results of this study found that the variable of the construct performance management from the previous research was in the third dominant value.

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

Purpose: The main objective of this study was to investigate the influence of supplier relationship management on performance of manufacturing firms in Kenya. Methodology: This study employed descriptive research design. The targeted population of this study is comprised of 499 manufacturing companies which are all located in Nairobi and its environs. In order to come up with a representative sample, stratified random sampling method was used since the population is heterogeneous. The stratified technique ensured that each sector in the target population has an equal chance of being selected. There were 217 respondents sampled from the 499 manufacturing firms out of 217 ,180 respondents returned the questionnaires for analysis. The study adopted a descriptive survey design. Data was collected using self-administered questionnaires which were tested for validity and reliability using 10% of the total sample respondents. Quantitative data was analyzed using both descriptive and inferential statistics and with the help of SPSS version 23 while qualitative data was analyzed descriptively. Linear and multiple regression models were used to show the relationship between the dependent variable and the independent variables. The information was presented using tables, charts, frequencies, percentages and graphs. Findings: The study established that there exists a positive influence of supplier relations management on performance management of manufacturing firms in Kenya at 5% level of significant (β=0.295, P

PurposeModern public service systems tackle many complex issues by operating across institutional boundaries. Performance management must operate in this context without clear lines of accountability or central authority. This paper introduces and develops the theoretical mechanism of “performance attraction” to describe how outcomes and associated performance indicators can operate as organising instruments in inter-institutional contexts by attracting, rather than directing, institutional behaviour.Design/methodology/approachWe explore the “performance attractor” role played by outcomes through a multiple case study analysis of three prominent outcomes frameworks operating at the regional, national and international levels: the Scottish Government's National Performance Framework, the Western Australian Alliance to End Homelessness Outcomes Measurement and Evaluation Framework and the United Nations' Sustainable Development Goals.FindingsWe find support for two theorised mechanisms facilitated by the performance attractor concept: (1) that performance attractors enable coordination by creating a shared sense of responsibility for interdependent goals while also permitting autonomous navigation of individual contexts and (2) that performance attractors support performance improvement by motivating collective learning and adaptation informed by institutional interdependencies. Cases relied primarily on voluntary adoption of outcomes frameworks, rather than utilising more coercive forms of accountability. Further studies should explore the institutional response to performance attractors to better understand the potential of this mechanism.Originality/valueThe paper contributes to a growing body of critical literature that has explored alternatives to traditional control-oriented performance management in complex and inter-institutional settings. We describe design principles that policymakers and practitioners can adopt to construct more effective performance frameworks in these conditions.

PurposeFragmentation can inhibit joint goals and performance measures. Therefore, the purpose of this study is to investigate the level of fragmentation between public, private and third sectors in a hybrid organization's performance management systems and the effects of this fragmentation to propose hypotheses and new research methods for future studies.Design/methodology/approachThe inductive research design was based on a mixed method approach. As empirical data, a survey, interviews and documents were used in this case study examining a hybrid organization called Welfare Alliance.FindingsThe results showed low-level fragmentation in the performance management system of the hybrid. Although the level of fragmentation was low-level, it affected the hybrid's ability to implement joint performance goals and measures. Performance management practices suffered as a consequence.Originality/valueAs a theoretical contribution to research addressing performance management in hybrids, the study proposes new concepts and theoretical hypotheses concerning fragmented performance management systems in hybrids. These theoretical hypotheses propose how performance goals and measures can become fragmented because they isolate service production units and activities from each other. The proposed hypotheses for future studies also attempt to provide explanations for how fragmentation can spread from one management function to another (i.e. from goal setting to performance measurement).

Building construction projects suffer from many dangers such as cost and time overruns. A major reason for the failure of such projects is the lack of measurements of the construction performance. There is usually a disparity of judgment among the stakeholders when it comes to the perception of failure and success of a building construction project because it is based on personal indices. The aim of this study is to identify and rank the key performance indicators in their relative importance as a way to assist in building construction performance. A thorough literature review was conducted and 10 key performance indicators were identified. A questionnaire survey and interviews were used to collect data and the results were analyzed using the analytical hierarchical process, pair-wise comparison. As a result, the highest prioritized key performance indicator was safety, followed by time effectiveness and client satisfaction. The least prioritized key performance indicator was the environmental performance. The results of this paper may serve as a guideline in improving building construction projects.

Purpose The purpose of this paper is to analyze the relationships between different types of performance management system (PMS) and organizational performance. The main task is based on an empirical typology of PMS to show how the different types of PMS are related to organizational performance. Design/methodology/approach The empirical typology is used on the creation on the sample of Estonian and Finnish firms. Findings The results show that the highest performance out of the four clusters is achieved by firms from strategy-focused multi-level and strategy-focused one-level clusters. They also show the highest quality of the key characteristics of PMS. Firms from the not-strategy-focused one-level cluster have the lowest performance and quality of the key characteristics of PMS. Practical implications The findings give a set of consistent guidelines on how to develop a PMS to achieve high organizational performance in different situations. These give hints, if strategic objectives are important to firm, then for achieving these objectives, also a strong emphasis of strategic aspects in PMS is necessary to gain performance; if the firm suffers from a lack of strategy, the firm should invest on the information aspects of PMS to get more relevant information to increase performance; if the firm, however, decides to move more strategy-oriented, then the strategy aspects of the PMS should get relatively more attention than other aspects in PMS, and they should be developed with care, otherwise performance will suffer. Originality/value This paper shows relations between empirically extracted clusters and organizational performance. The results show that clusters of PMS are systematically associated with the level of performance. Firms with different aspects of PMS do not achieve the equal level of performance. Firms with higher performance inside different PMS types have more desirable characteristics and aspects of PMS.

Purpose The purpose of this study is to examine scholarly impact which is critical to universities in their aspiration to create, disseminate and apply knowledge. However, scholarly impact is an elusive concept. First, the authors present a conceptual model to clarify different dimensions of scholarly impact (i.e. theory and research, education, organizations and society) and four key stakeholders (i.e. other researchers, students, practitioners and policy makers). Second, the authors provide actionable recommendations for university administrators, researchers and educators on how to enhance impact. The scholarly impact model is flexible, expandable, scalable and adaptable to universities in different regions of the world and with different strategic priorities. Design/methodology/approach The authors conducted a general review of the literature and offered a multidimensional and multistakeholder model of scholarly impact to guide future actions aimed at enhancing scholarly impact. Findings The authors describe the multidimensional and multistakeholder nature of the critical and yet elusive concept of scholarly impact. The authors delineate multiple dimensions of impact, different stakeholders involved and recommendations for enhancing scholarly impact in the future. Practical implications The authors offer practical and actionable recommendations on how to enhance scholarly impact. For university administrators, the authors recommend aligning scholarly impact goals with actions and resource-allocation decisions; ensuring that performance management and reward systems are consistent with impact goals; being strategic in selecting a journal list; developing a strong doctoral program; and promoting practical knowledge and applications. For researchers and educators, the authors recommend developing a personal scholarly impact plan; becoming an academic decathlete; finding ways to affect multiple impact dimensions simultaneously; and leveraging social media to broaden impact on external stakeholders. Implementing these recommendations will benefit other researchers, students, practitioners (e.g. managers, consultants) and policy makers. Originality/value The authors provide an innovative way of conceptualizing scholarly impact. In turn, the conceptual analysis results in actionable recommendations for university administrators, researchers and educators to enhance impact.

PurposePolicymakers implementing pay-for-performance schemes within general practice should seek to design schemes which work with rather than against the professional values and goals of general practitioners. In this way, schemes are more likely to enhance the practitioners' engagement. The purpose of this paper is to show how this was done in two case studies of pay-for-performance design and present the lessons from this study for policymakers.Design/methodology/approachA Most Similar Systems collective case study of the design of two pay-for-performance schemes for general practitioners, the United Kingdom's Quality and Outcomes Framework (QOF) and the New Zealand’s Performance Management Programme (PMP) was undertaken, involving 26 semi-structured interviews with policymakers, documentary and literature analysis.FindingsInnovation in processes was found in both case studies which facilitated engagement by general practitioners in the formulation and implementation of these schemes. These were careful selection of highly skilled design teams, use of principle-based negotiation techniques and academic mediation of indicator selection. In addition, in England the majority of members in the combined QOF design team were general practitioners. The evidence from these two case studies reinforces approaches to scheme design which seek to harness rather than challenge medical professional values and which maximise the participation of general practitioners in the design process. Achieving funder/practitioner collaboration should be a key goal in the policymaking process.Practical implicationsPay-for-performance scheme designers can improve their ability to engage general practitioners in scheme design and scheme uptake by adopting approaches which actively engage general practitioners as designers and users of such schemes.Originality/valueThis study compares two contemporaneous processes of pay-for-performance scheme design and implementation in similar systems of general practice funding and delivery at the national level, offering a rare quasi-experimental opportunity for learning lessons from comparative analysis.

Background and problem : Since the family is the first building block; Children acquire on the basis of certain stimuli provided by the family - especially the mother - the customs, traditions, values, patterns of behavior, and the characteristics of growth that accompany him throughout his life. And since the child's self is formed and consists of looking at the parents - especially the mother - and is influenced by them through the roles they perform towards certain actions, habits and practices, and consequently, his perception of himself is influenced, just as habits have a role on family members, so it has a very important role on the level of their performance, because all A family follows different functional rules and therefore the performance of family functions is affected by these habits that it follows in its lifestyle. Based on the above, the study problem is crystallized, which can be formulated in the following question The study problem is crystallized in the following question: What is the relationship between the personal habits of the head of the family with its axes, and managing family performance in its dimensions. The research aimed to study the nature of the relationship between the personal habits of the head of the family and the management of family performance. The sample of the study consisted of (391) female heads of household of different socio-economic levels, and it was stipulated in them that there should be an existing marital relationship, whether she was working or not, and she had children in different educational stages, and they were chosen in a randomly intended way, and then the study tools were applied to them, and a tool was formed. Searching from the initial family data questionnaire, the personal habits questionnaire of the head of the household in its five axes, and the family performance management questionnaire with its four dimensions. This study follows the descriptive and analytical approach. The research concluded: -- The existence of a positive correlational relationship with statistical significance at the level of significance (0.01) between the personal habits of the household head with its five axes, and the management of family performance in its four dimensions. - The absence of statistically significant differences between female heads of households, the study sample, with regard to the nature of the work of the female head of the household (working / not working) in both the personal habits of the household head, and the household performance management. There are statistically significant differences between female heads of households, the study sample with respect to the place of residence (rural / urban) in housing arrangement and care habits, health habits, economic habits, and the total personal habits questionnaire of the household head for the benefit of rural female heads of households.

Purpose: The purpose of this study is to show that talent management (TM) is an influential tool for law firms to gain a competitive advantage, develop competencies and sustain service quality (SQ), which is crucial to their success. Study design/methodology/approach: A quantitative non-experimental research method was used to evaluate the relationship between TM and SQ components in law firms, focusing on a designed model of correlations to explore some aspects of the relationship between TM and SQ components. Findings: The findings from correlation and multiple regression analysis show that not all the selected components of TM have a significant relationship with the SQ components. In the study, performance management and compensation components of TM indicate a low correlation with SQ components. Ongoing performance, assessment and concurrent training programs also serve to improve SQ and enhance the overall effectiveness of TM. Study shows that law firms need to develop strategies and constantly compile data on employees and job positions for consistent TM and development. Originality/value: The study evaluates a vital aspect of the linkages between TM and SQ components. It suggests ways of improving program effectiveness, employees' overall performance, and retention of the best talent in legal organisations.

Purpose Existing literature acknowledges the role of green human resource management (GHRM) in shaping employees’ pro-environmental behaviour and environmental performance. However, limited studies have investigated the specific impacts of GHRM practices on pro-environmental behaviour from the employees’ perspectives. This study aims to conceptualise GHRM practices as internal resources that can be used to stimulate employee pro-environmental information technology (IT) behaviour. Design/methodology/approach The hypothesised relationships were tested with the aid of partial least square path modelling of data collected from 333 IT professionals in ISO 14001 companies in Malaysia. Findings The results suggest that green training and development, performance management and empowerment and participation are essential in stimulating pro-environmental IT behaviour. Besides, the mediating effects of pro-environmental IT behaviour were significant for the impacts of green training and development, performance management and green empowerment and participation on environmental IT performance. Research limitations/implications The results indicate that GHRM practices are significant predictors of environmental IT performance, but training and development could be counter-productive to performance unless it stimulates employees’ engagement in pro-environmental behaviour. Originality/value This study contributes to the resource-based view of HRM by examining GHRM practices as organisational resources for stimulating employee pro-environmental IT behaviour to support environmental IT performance.

Scholars have long documented the unintended consequences of performance systems, but insufficient attention is paid to the drivers of such consequences and the ways of mitigating them. This article contributes to this line of inquiry by analyzing New York Police Department’s (NYPD) experience with its signature performance system and its affiliated policies. With multiple data sources, it finds three main drivers of the unintended consequences, including the excessive performance pressure, the bureaucracy-public expectation mismatch, and the ambiguity concerning government performance. The article makes six suggestions regarding the design of performance management systems so that their potential unintended consequences can be better identified and mitigated.

PurposeThis paper has chosen a participatory action design (PAD) to approach the construction of KPIs in a novel way. A PAD will assist the researcher to encourage involvement, engagement of multiple stakeholders in the KPIs construction process.Design/methodology/approachA workshop series based on participatory action design was developed together with the researcher and stakeholders at the innovation department of a large international organization. PAD facilitated interaction between the researcher, stakeholders, and KPIs under construction.FindingsThe findings show that the PAD workshops created interlevel collaboration and group dynamics in constructing the KPI. The knowledge that was shared during the PAD workshops enabled an understanding of the process of constructing a KPI in innovation, where stakeholders design and implement simultaneously. In the end, it was a challenge to construct a KPI using the PAD, as certain conditions seemed not to be.Research limitations/implicationsThis paper enhances our empirical understanding of applying PAD to construct KPIs in innovation. This study adds to the growing interest in literature to implement novel methods such as PAD to construct a KPI in innovation.Practical implicationsPractically, the findings of this study will inform managers in innovation (projects) to use a method such as PAD to construct KPIs in innovation. This study shows the implication of using a PAD for a KPI and what opportunities and challenges it can bring.Originality/valueThis paper is one of the few papers that address using the participatory action design methodology for the construction of KPIs in innovation. To date, PAD is rarely used to construct KPIs in innovation.

This study explores the attempts by executives in an organisation with a strategic business case for diversity and inclusion to close the equality implementation gap—between what is espoused and what is achieved—through greater control over managers in order to direct their actions towards pro‐diversity objectives, with a specific focus on gender and ethnicity in the internal human resource development processes. Drawing on agency theory and exploring data from interviews with executives and senior managers in an exemplar case study (the UK division of a multinational professional services organisation), the study shows how increased control through mandatory diversity training, diversity targets and diversity monitoring can push managers towards making progressive steps but is ultimately constrained by the need for management discretion. The actions and counter narratives by managers reveal the limits of control and expose tensions in an approach that combines attitudinal change with behavioural control. The agency of managers means the equality implementation gap can be reduced but never completely closed.

Enterprise organizational performance refers to the number, quality, efficiency and profitability of tasks completed by individual members of an organization in a certain period of time. The realization of enterprise organizational performance should be based on the realization of individual performance, but the realization of individual performance does not necessarily guarantee that the enterprise organization has performance. If the performance of an enterprise organization is broken down to every job and every person according to a certain logical relationship, as long as each person meets the requirements of the enterprise organization, the performance of the enterprise organization can be achieved. The balanced scorecard (BSC) is a well-designed indicator system according to the strategic requirements of the enterprise organization. According to Kaplan and Norton, BSC is a tool for performance management. The management tools of its business strategy measure the business situation of the enterprise from four aspects: finance, customers, internal process of the enterprise, learning and growth, so as to improve the organizational performance, from a to a +, towards the long-term development of the enterprise. It decomposes the strategic objectives of the enterprise into various specific and balanced performance evaluation index systems, and evaluates the realization of these evaluation indexes in different periods of time, and continuously modifies and improves them, so as to establish a reliable basis for the completion of the strategic objectives of the enterprise. Therefore, this study explores the use of BSC in business management strategy framework, through the logical analysis of experts and scholars, to find out the appropriate criteria; to establish a complete business management system, so as to contribute to the operation of business strategy for improving organizational performance, establishing customer value, and making the business sustainable. JEL classification numbers: D23, C52, K32. Keywords: Organizational Performance, Balanced Scorecard, Operation.

PurposeThis study investigates the effect of continuous improvement initiatives in streamlining HRM practices in Sri Lanka.Design/methodology/approachSurvey methodology was used and 217 respondents who fulfilled the selection criteria set for the study responded. Structural equation modelling was performed to examine the hypothesized relationships.FindingsThe analysis supported the hypotheses that continuous improvement initiatives significantly positively influence to streamline HRM practices of performance management, job-related training, employee involvement and team work.Practical implicationsContinuous improvement initiatives that are aligned with the strategic direction of firms guide to design and implement better focused HRM practices.Originality/valueThe failure to streamline HRM practices in accordance with continuous improvement initiatives has been identified as a key barrier for the effective utilization of human resources. Although continuous improvement initiatives demand changes in the way HRM is practiced, so far, little empirical attention has been paid to understand the implications of continuous improvement initiatives for HRM practices.

This study proposes the use of the Gini index and the non-parametric method of Data Envelopment Analysis (DEA) for strategic planning and performance management in the Greek tourism sector. To attain our research effort, we use an innovative two-stage DEA bootstrap procedure to establish, among other determinants, the Gini coefficient in the light of tourism performance. According to our scale analysis a high turnover rate of low-skilled and badly paid seasonal jobs is an important challenge need to be addressed, by promoting full and productive employment. The results of the Simar and Wilson two stage analysis reveal that Greece’s seasonality and the number of overnights by domestic tourists are negatively related with tourism performance. In fact the global financial recession and the austerity measures implemented on the Greek economy had a high impact on the domestic tourism behavior. However this situation could be reversed through price differentiation and tax incentives. In contrast to domestic tourists, the number of inbound overnight stays is positively associated with tourism performance, as a result of the growth path from 2010 onward, of the world’s major economies. This trend must be further strengthened through alternative forms of tourism such as cultural tourism that needs more concentration on upgrading the attractiveness of museums and archaeological sites.

PurposeSince the 1980s, performance measurement and management (PMM) has been described as an essential element of new public management (NPM) reforms. The purpose of this paper is to provide an overview of the current state of the art and future research opportunities for PMM in public sector management.Design/methodology/approachThe paper carried out a bibliometric literature review using two main techniques named (1) performance analysis and (2) science mapping techniques. It investigated the academic research area describing the main publications' trend, the conceptual structure and its evolution from 1996 to 2019.FindingsThe results highlighted the growing relevance of PMM research in public organisations and confirmed a great interest of the business, management and accounting literature on PMM in public sector management. Furthermore, the results also described a conceptual structure of the public PMM literature analysed and its evolution being too generic to answer public organisations' needs. The results identified five main research gaps and research opportunities.Originality/valueAlthough the adoption of rigorous bibliometric techniques was recognised as being useful for assessing the academic research study, the paper describes the business, management and accounting literature contributing to new theoretical and practical future opportunities.

Performance Management systems are ubiquitous in contemporary public management. However, evidence of their performance effects is inconclusive. The Contracts for Excellence (C4E) reform required 5...

Purpose This study aims to test a model examining the impact of leader empowering behaviour on experienced nurses’ self-efficacy, interprofessional collaboration, job turnover intentions and adverse patient outcomes. Design/methodology/approach Structural equation modelling in Mplus was used to analyse cross-sectional survey data from experienced nurses in Alberta, Ontario, and Nova Scotia, Canada (n = 478). Findings The results supported the hypothesized model: (164) = 333.021, p = 0.000; RMSEA = 0.047; CFI = 0.965; TLI = 0.959; SRMR = 0.051. Indirect effects were observed between leader empowering behaviour and nurses’ assessment of adverse events and leader empowering behaviour and nurses’ job turnover intentions through interprofessional collaboration. Research limitations/implications Leader empowering behaviour plays a role in creating collaborative conditions that support quality patient care and the retention of experienced nurses. Practical implications The findings will be of interest to academic and hospital leaders as they consider strategies to retain experienced nurses, such as nurse manager selection, development and performance management systems. Originality/value The influx of new graduate nurses to the nursing profession and changing models of care requires the retention of experienced nurses in the workforce. The findings suggest that leader empowering behaviour and interprofessional collaboration are important factors in supporting quality patient care and stabilizing the nursing workforce.

In order to meet the rapidly changing requirements of the Cloud-native dynamic execution environment, without human support and without the need to continually improve one’s skills, autonomic features need to be added. Embracing automation at every layer of performance management enables us to reduce costs while improving outcomes. The main contribution of this paper is the definition of autonomic management requirements of Cloud-native applications. We propose that the automation is achieved via high-level policies. In turn autonomy features are accomplished via the rule engine support. First, the paper presents the engineering perspective of building a framework for Autonomic Management of Cloud-Native Applications, namely AMoCNA, in accordance with Model Driven Architecture (MDA) concepts. AMoCNA has many desirable features whose main goal is to reduce the complexity of managing Cloud-native applications. The presented models are, in fact, meta-models, being technology agnostic. Secondly, the paper demonstrates one possibility of implementing the aforementioned design procedures. The presented AMoCNA implementation is also evaluated to identify the potential overhead introduced by the framework.

We examined the relationships between green human resource management practices, organizational identification, and green citizenship behaviors in the hotel industry. Our framework comprised 5 dimensions of green human resource management practices: green recruitment, green training, green performance management, green reward, and green involvement. We predicted that each dimension would positively influence frontline employees' organizational identification, and, in turn, their green organizational citizenship behaviors of eco-initiatives, eco-civic engagement, and eco-helping. Participants were 426 frontline employees working in Taiwanese hotels. Consistent with our predictions, each of the 5 green human resource management practices had a positive influence on organizational identification, which then positively affected green organizational citizenship behavior. Moreover, green human resource management practices enhanced employees' green organizational citizenship behavior, and organizational identification was an effective mediator of the relationship between green human resource management practices and green organizational citizenship behavior. Practical and theoretical implications of the findings are discussed.