...Employee Performance (Richardson) Wk: 1 Case Study April 14, 2013 Read "CASE STUDY 1-1: Reality Check: Ideal Versus Actual Performance Management System" on pages 28-30. Answer the questions at the end of the case. Part I: Characteristic | Current employer | Previous employer | Strategic congruence | No | No | Context congruence | No | No | Thoroughness | No | Yes | Practicality | No | Yes | Meaningfulness | No | Yes | Specificity | No | Yes | Identification of effective & ineffective performance | No | Yes | Reliability | No | Yes | Validity | No | Yes | Part II: Seven of the nine characteristics are present in the system that I am evaluating. The two characteristics that are not present here are Strategic congruence and Context congruence. These are the most important. Performance management is where managers want to ensure activities and work is congruent with the organizations goals. Strategic congruence is a way to guide employees in contributing to the organizations success. Thoroughness is indeed present. All employees are evaluated, including management. With thoroughness, both positive and negative feedback is present. Feedback is so powerful and can be misinterpreted. The type of feedback, employees and managers give can determine if it is effective or not. Practicality isn’t exactly ideal. While the evaluation system was easy to use, the basic questionnaire was not tailored to each job. Read "CASE STUDY 1-2: Performance Management at Network...
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... and author profiles for this publication at: https://www.researchgate.net/publication/258199847 Distributor Sales Force Performance Management ARTICLE · OCTOBER 2010 DOI: 10.1177/097226291001400407 READS 417 2 AUTHORS, INCLUDING: Jaydeep Mukherjee Management Development Institute Gurga… 26 PUBLICATIONS 7 CITATIONS SEE PROFILE Available from: Jaydeep Mukherjee Retrieved on: 08 March 2016 Vision: The Journal of Business Perspective http://vis.sagepub.com/ Distributor Sales Force Performance Management Jaydeep Mukherjee and Anirban Basu Vision: The Journal of Business Perspective 2010 14: 309 DOI: 10.1177/097226291001400407 The online version of this article can be found at: http://vis.sagepub.com/content/14/4/309 Published by: http://www.sagepublications.com On behalf of: Management Development Institute Additional services and information for Vision: The Journal of Business Perspective can be found at: Email Alerts: http://vis.sagepub.com/cgi/alerts Subscriptions: http://vis.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> Version of Record - Oct 1, 2010 What is This? Downloaded from vis.sagepub.com by guest on October 31, 2013 MANAGEMENT CASE DISTRIBUTOR SALES FORCE PERFORMANCE MANAGEMENT Jaydeep Mukherjee & Anirban Basu Nestle India had initiated an aggressive market growth strategy which was difficult to implement...
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...Human Resource Management Case Study Report Contents Page Executive Summary Pg. 2 Introduction Pg. 3 Thiess Group Pg. 4 Sectors of Thiess Group Pg. 5 Advertising Pg. 7 Recruitment and Selection Process Pg. 8 Human Resource Department Pg. 10 Challenges/Problems with Recruitment & Selection Strategies Pg. 11 Conclusion Pg. 12 References Pg. 13 Appendix A – Thiess Interview Template Appendix B – Thiess Recruitment Flowchart Appendix C – Thiess Recruitment Job Brief Executive Summary This report explains the recruitment and selection process for the company of Thiess. It will provide information how the human resource practice of recruitment and selection helps the organisation to achieve its goals and objectives. The report will provide you with as much background knowledge of the company and the challenges, problems and recommendations Thiess face today. Although Thiess works in the Construction, Mining and Services Contractors the report will only discuss how the recruitment and selection affects the Construction area of Thiess. Introduction Thiess see every construction project, no matter how large or small, as an exciting opportunity to support their communities, contribute to their country and advance their industry. They work with all stakeholders to deliver the best possible outcomes for their clients, the communities they work in...
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...The Perceived Impact of Outsourcing on Organizational Performance Dean Elmuti, Eastern Illinois University Introduction In todays world of ever increasing competition, organizations are forced to look for new ways to generate value. The world has embraced the phenomenon of outsourcing and companies have adopted its principles to help them expand into other markets (Bender 1999). Strategic management of outsourcing is perhaps the most powerful tool in management, and outsourcing of innovation is its frontier (Quinn 2000). Outsourcing is a management strategy by which an organization delegates major, non-core functions to specialized and efficient service providers, or as Corbett (1999). President of Michael F. Corbett and Associates asserts, Outsourcing is nothing less than the wholesale restructuring the corporation around our core competencies and outside relationships. The traditional outsourcing emphasis on tactical benefits like cost reduction (for example, cheaper labor cost in low-cost countries), have more recently been replaced by productivity, flexibility, speed and innovation in developing business applications, and access to new technologies and skills (Greer, Youngblood, and Gary 1999; Bacon 1999). The market for providers of outsourced services of all types is growing rapidly. In 1996, American firms spent over $100 billion in outsourced business activities (Casale and Overton 1997). Other estimates place the total U.S. market for outsourcing at more...
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...are working as a team but individually solving individual cases to achieve our SLA which is aligned with organization goal, so we can’t achieve our organization’s Goals without congruence ------------------------------------------------- Thoroughness Yes but not all times * All employees are evaluated Yes we have 4 times appraisal per year to evaluate every employees regarding KPIS * Evaluation includes performance spanning the entire review period? Yes, the evaluation should include performance spanning the entire review period, to know what your points of strength & weakness so you can avoid your mistake in the coming period to be exits as a market leader * All major job responsibilities are evaluated * Feedback is provided on both positive and negative performance. Feedback is really important for any organization which allows managers to Coach employees and help them to improve performance on an ongoing basis, also help employees to know where they are & what they have to do to improve their performance Practicality At etsialat as one of the biggest telecommunication company in the Middle East & Africa we have to depend on a good HR system to achieve organizational goals and to be a market leader (for example, performance data are entered via user -friendly software) are available for managers to help them make decisions. Finally, the benefits of using the system (for example, increased performance and job satisfaction) must be seen as outweighing the costs...
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...AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT- LINKED ORGANISATION NORHAYATI BINTI MOHD ALWI UNIVERSITI SAINS MALAYSIA 2009 AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT-LINKED ORGANISATION by NORHAYATI BINTI MOHD ALWI Thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy September 2009 ACKNOWLEDGEMENTS I am especially indebted to my supervisor, Dr. Siti Nabiha Abdul Khalid for her constant guidance, limitless support and patience throughout the period of my study. There is no way that I would be able to repay the kindness and caring that she has shown to me. I am thankful to Assoc. Professor Dr. Yuserrie, for giving valuable inputs to my study and also to others in the School of Management, who have helped me in some way or another. I would like to acknowledge the comments made by Professor Lee Parker and other participants of the Global Accounting and Organisational Change Conference, held in Melbourne, Australia in July 2008. A special thank you is also dedicated to Professor John Burns for the insightful comments on the research. I am also indebted to my employer International Islamic University Malaysia and the Ministry of Higher Education for providing the financial support. Thanks so much also to the respondents for their willingness to share some of their thoughts and experiences, which have made my data collection easier than I would ever...
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...Research in management accounting innovations An overview of its recent development Nur Haiza Muhammad Zawawi Department of Accounting and Finance, University of Malaysia Terengganu, Kuala Terengganu, Malaysia and School of Accounting, La Trobe University, Melbourne, Australia, and Management accounting innovations 505 Zahirul Hoque School of Accounting, La Trobe University, Melbourne, Australia Abstract Purpose – The purpose of paper is to present a review of the literature on management accounting innovations (MAIs). Specifically, it explores recent developments in research on MAIs and offers suggestions for future research. The review differs from existing reviews by its specific focus on MAIs and the recent time period covered. In this paper, MAIs refer to the adoption of “newer” or modern forms of management accounting systems such as activity-based costing (ABC), activity-based management, time-driven ABC, target costing, and balanced scorecards. Design/methodology/approach – The paper presents a review of findings from journal articles published in 22 notable accounting journals. Findings – The review finds that research on MAIs has intensified during the period 2000-2008, with the main focus on exploring the extent to which a host of organizational and environmental factors influence the implementation and use of MAIs in organizations. In addition, research on MAIs indicates the dominant use of sociological theories and increasing use of empirical/field studies. Research...
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...Introduction This paper entails the critical analysis on the Global Mining (GM) case study whereby the human resource (HR) related issues are identified through GM’s problems and a provision of 3 HR strategies targeting at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper. HR Strategies There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance (Boselie, Dietz and Boon 2005; Combs et al. 2006; Guest et al. 2003; Huang 2000). Lee, Lee and Wu (2010) quoted Mondy et al. (2002) on the boundary of HR strategies to include five key functions: staffing, human resource development, compensation and benefits, safety and health, and employee and labour relations. Based on Lee, Lee and Wu (2010)’s own study, which extended Mondy et al. (2002)’s HR strategies to include teamwork, HR planning, performance appraisal and employment security, they concluded that HR strategies do attribute to a company’s performances. The espousals of HR strategies are critical in motivating employees’ commitment towards corporate’s strategic objectives (Buller and McEvoy 2012). GM’s HR Director, Susan Maffat, commented on unclear HR strategy offers an indication of GM’s poor or ineffective/inefficient HR strategies. The following problems currently faced by GM are the manifestation of...
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...Running head: PERFORMANCE MANAGEMENT CASE STUDY 1 PERFORMANCE MANAGEMENT CASE STUDY Performance Management Case Study “I cannot imagine a company doing a good job of managing its talent without gathering information about how well individuals perform their jobs, what their skills and knowledge are, and what their responsibilities and performance goals are for the future. These types of data are simply fundamental to the effective management of the talent of any organization (and to its overall management).” stated Mr. Lawler in a recent article in Forbes Magazine (Lawler III, 2 2012, para. 3). Google’s approach in developing their performance management criteria fits very well with Mr. Lawler’s comments and views. Google does cover the five criteria for effectiveness of a performance management system and used its data in such a proactive and perfect way. To be able to gather all its data in order to analyze it and allows managers to present feedback to their employees in order for their work and efforts to Fit with Strategy. By mining this data electronically, Google has automated the Validity piece of the performance management. By preloading the actual or true job performance against the performance reviews, surveys, employee attitudes and manager awards nominations acquired by Google, it is easy to automatically compare and see if the manager a match for the job that he/she holds. Because this was something new that Google did with its data, they were a bit surprised...
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...Performance Management Dr. Herman Aguinis PE-A1-engb 1/2011 (1033) This course text is part of the learning content for this Edinburgh Business School course. In addition to this printed course text, you should also have access to the course website in this subject, which will provide you with more learning content, the Profiler software and past examination questions and answers. The content of this course text is updated from time to time, and all changes are reflected in the version of the text that appears on the accompanying website at http://coursewebsites.ebsglobal.net/. Most updates are minor, and examination questions will avoid any new or significantly altered material for two years following publication of the relevant material on the website. You can check the version of the course text via the version release number to be found on the front page of the text, and compare this to the version number of the latest PDF version of the text on the website. If you are studying this course as part of a tutored programme, you should contact your Centre for further information on any changes. Full terms and conditions that apply to students on any of the Edinburgh Business School courses are available on the website www.ebsglobal.net, and should have been notified to you either by Edinburgh Business School or by the centre or regional partner through whom you purchased your course. If this is not the case, please contact Edinburgh Business School at the address below: Edinburgh...
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...THE NSE | MURIITHI ERIC | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE PRACTICES AND FINANCIAL AND FINANCIAL PERFORMANCE OF INVESTMENT BANKS IN KENYA | NICHOLAS KIPYEGOMEN CHEPKOIWO | FACTORS AFFECTING THE DEVELOPMENT OF EMERGING CAPITAL MARKETS. THE CASE OF NAIROBI STOCK EXCHANGE | KIPKURUI KIMOSOP | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA | OMENDA CHRISTOPHER ODHIAMBO | EFFECT OF STOCK SPLITS ON STOCK LIQUIDITY OF COMPANIES QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF PENSION FUNDS IN KENYA | MARGARET W. GICHANE | ADOPTION OF SOCIAL MARKETING CONCEPT...
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...ASSESSING QUALITY, OUTCOME AND PERFORMANCE MANAGEMENT Dr Javier Martinez The Institute for Health Sector Development London World Health Organization Department of Organization of Health Services Delivery Geneva Switzerland 2001 © World Health Organization, 2001 This document is not a formal publication of the World Health Organization (WHO), and all rights are reserved by the Organization. The document may, however, be freely reviewed, abstracted, reproduced and translated, in part or in whole, but not for sale nor for use in conjunction with commercial purposes. Assessing quality, outcome and performance management Dr Javier Martinez The Institute for Health Sector Development London Contents Introduction ..................................................................................................................... 1 1. Background, objectives and methods ................................................................... 1 2. Mapping out the topic and this review .................................................................. 1 Chapter 1 1.1 1.2 1.2.1 1.2.2 1.2.3 1.2.4 1.2.5 1.2.6 1.2.7 1.2.8 What is performance management? How have the concept and practice of performance management evolved over time? ............................ 3 Definition .............................................................................................................. 3 How have the concept and practice of performance management evolved in recent years? ........
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...Journal of Managerial Psychology 11,6 50 Self performance appraisal vs direct-manager appraisal: A case of congruence Yehuda Baruch University of East Anglia, Norwich, UK and Visiting Research Fellow at the London Business School, London, UK The process of performance appraisal (PA) is of most importance in human resource management (HRM). In a broad sense, PA systems are used for two main purposes: as a source for information for management; and as a feedback instrument for individuals employed by the organization. In the first case, the applications of the use of PA serve a variety of management functions. These could be decision-making about promotions, training needs, salaries, etc. Payrelated PA is a growing facility in many organizations where it provides information which can help in making relevant decisions[1,2]. However, PA can be used for enhancing developmental processes of employees or as an evaluation instrument per se[3,4]. In the second case, where feedback is the main goal, the fundamental purpose is to provide the employee with information that will improve personal performance and effectiveness. Recently the second approach has gained more attention. Providing the employee with feedback is widely recognized as a crucial activity. Such feedback may encourage and enable self-development, and thus will be instrumental for the organization as a whole. Organizational effectiveness is enhanced through improvement in all the constituencies...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0144-3577.htm Supply chain risk management and performance A guiding framework for future development Bob Ritchie Lancashire Business School, University of Central Lancashire, Preston, Lancashire, UK, and Supply chain risk management and performance 303 Clare Brindley Head of Department, Lancashire Business School, University of Central Lancashire, Preston, Lancashire, UK Abstract Purpose – The purpose of this paper is to examine the constructs underpinning risk management and explores its application in the supply chain context through the development of a framework. The constructs of performance and risk are matched together to provide new perspectives for researchers and practitioners. Design/methodology/approach – The conceptual and empirical work in the supply chain management field and other related fields is employed to develop a conceptual framework of supply chain risk management (SCRM). Risk in the supply chain is explored in terms of risk/performance sources, drivers, consequences and management responses, including initial approaches to categorization within these. Two empirical cases are used to illustrate the application of the framework. Findings – A new framework is presented that helps to integrate the dimensions of risk and performance in supply chains and provide a categorisation of risk drivers. Research limitations/implications – SCRM is at an early stage of evolution...
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... Surname | Molefe | Student No. | 129073211 | Programme of study | MSC Project Management | Module | Research Skills and Academic Literacy (CETM11) | Assignment | Portfolio item 1 | Topic | Strategies of change management in implementing new technologies | Email | bg34jh@student.sunderland.ac.uk | Introduction Authors and researchers have spent considerable time trying to find better ways of addressing organisation’s change management in the flexibility of software and the performance of the project. Somewhere along the way, these professionals were guided by innovations and knowledge from prior research and some adopted the standards as stipulated by the researchers and made alterations to the practices where it deemed important. This paper therefore, will present a comparative literature review of two sources by Liu et al. (2008) and Wang et al. (2008) by examining the literature review, hypothesis that were stated, the methods used for collection and analysing data, the findings of the case studies and finally the relevancy or merits of the theories which were investigated in the two papers. The hypothesis stated by Liu et al. (2008) focused on the inter-linkage between the standardisation of software process, flexibility of software and the performance of the project, while the study by Wang et al. (2008) examined the relationship between change in control mechanisms, the review by management and the flexibility of the software. However the methods used by...
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