papers related to peformance management analysis
Overview
Overview on the oapoers related to the performance management
SAVEETHA BOOSHANAM J, Jain Deemed to be University 1
Assignment for Open access publishing by SAVEETHA BOOSHANAM J
PHD in Management CMS B school, Jain Deemed to be University
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Papers related to the research area :
1 -Performance Management and Appraisal in Human Service Organizations: Management and Staff Perspectives
Sally Coleman Selden1, Jessica E. Sowa2
1Professor of Management Lynchburg College 1501 Lakeside Drive Lynchburg, VA 24501
2 Associate Professor School of Public Affairs University of Colorado Denver 1380 Lawrence Street, Suite 500 P.O. Box 173364 Denver
Performance management systems a way of evaluating the performance of the employees in the public and for-profit sectors but have not been adequately explored in the non profit sector to surface possible sector-specific challenges. This study addresses this gap in the non profit knowledge base by comparing different components of a performance management system from the perspective of management and frontline employees. It identifies the gaps in the perceptions of management and staff related to performance management and identifies five different models of performance management systems, concluding with lessons for practice. To demonstrate their effectiveness, non profit organizations, like public and private sector organizations, are facing increasing pressure to demonstrate their performance and their plans for future improvement. An important part of this process of measuring and fostering effectiveness in managing the performance of organizational members; typically this is accomplished with performance management processes wherein multiple methods of evaluation biannually and annually are done , The non profit organizations’ goals is directly dependent upon the ability of the staff to perform effectively in the management and delivery of services.
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Methodology – Quantitative
It can be seen that quantitative process is used and the process is explained
below,
- Comparing the organization’s use of the performance management tools with the staff’s perception of the evaluation tools .
- Correlation of the quality of the performance management and the outcomes in terms of monetary means with the two factors such as performance management index and performance based compensation
- Utilising the different stages of the performance evaluation before and after giving the feed back during annual performance appraisal from the Employees perspective
- Comparing Performance evaluation feedback from both employer and the employees(Front line staff)
The data used in this article are drawn from the research study, Investigating Partner- ships in Early Childhood Education (I-PIECE), which utilizes a structured, comparative case study design and multiple data collection methods. The study includes 22 human service organizations that primarily provide early care and education services in New York State and the Commonwealth of Virginia, with 11 sites included from each state. The data collection techniques employed included instruments to collect qualitative and quantitative data: semi-structured, in-depth interviews, surveys, structured obser- vations, structured assessments of clients, and document analysis. In constructing the survey, interview, and document analysis protocols designed to collect the data on the multiple dimensions of the organizations, employees, and clients being investigated, we first conducted preliminary ethnographic observations in three pretest organiza- tions in order to gain an understanding of how these organizations operate, the management structures prevalent in these organizations, and the particular character- istics of the programs that they operate and the clients that they serve. In the final study, we received a 100 percent response rate on our organizational survey (n=22) and frontline staff survey (n=49). In addition, supporting material is drawn from the semi-structured interviews conducted with the staff concerning the management practices of the organization.
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References
- Armstrong, M., & Baron, A. (2000). Performance management. Kogan Page Limited
- Twomey, D. F., & Feuerbach Twomey, R. (1992). Assessing and transforming performance appraisal. Journal of Managerial Psychology, 7(3), 23-32.
- Molleman, E., & Timmerman, H. (2003). Performance management when innovation and learning become critical performance indicators. Personnel Review, 32(1), 93-113.
- Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance management: A model and research agenda. Applied psychology, 53(4), 556-569.
- Guest, D. E. (1999). Human resource management--the workers' verdict. Human resource management journal, 9(3), 5.
- Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2015). Human resource management: Essential perspectives. Cengage Learning.
- Fletcher, C., & Williams, R. S. (1985). Performance appraisal and career development. Hutchinson Radius.
- Pecora, P. J., & Hunter, J. (1988). Performance appraisal in child welfare: Comparing the MBO and BARS methods. Administration in Social Work, 12(1), 55-72.
- Drake, B., & Washeck, J. (1998). A competency-based method for providing worker feedback to CPS supervisors. Administration in Social Work, 22(3), 55-74.
- Bento, A., & Bento, R. (2006). Factors affecting the outcomes of performance management systems. AMCIS 2006 Proceedings, 7.
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2 - Performance Appraisal, Performance Management, and Firm-Level Performance: A Review, a Proposed Model, and New Directions for Future Research
Angelo E Denissi1* , Caitlin E. Smith2
1Freeman School of Business, Tulane University2 Freeman School of Business, Tulane University
This work focuses on studying on the factors in the long history in management and industrial/organizational psychology of studying methods to improve performance at work. These efforts have traditionally been based on the individual-level performance (with some attention paid to team performance as well); even when research began to more broadly consider the topic of performance management instead of just performance appraisal. However, the often if an organization could effectively improve the performance of individual employees, this would accrue to improvements in firm-level performance as well. A review of the literature suggested that this link had never really been established in a direct way. Instead, we found considerable support for relating “bundles” of human resource (HR) practices to firm-level performance, and several models for how these practices could create the transformation from individual-level to firm-level performance. We drew upon several of these models, from somewhat diverse literatures, to propose a model whereby bundles of HR practices, when aligned with the strategic goals of the organization, can be used to create a climate for performance that could transform generic knowledges, skills, and abilities (KSAs) into specific KSAs for firm level performance of the employee in terms of evaluation available annually
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Methodology – Quantitative
It can be seen that quantitative process is used the journal and the process is explained
below,
1.By comparing the individual performance management of the Employees right from the first appraisal by minimising and avoiding the errors
2.By considering the HR practices and the firm’s performance and evaluating the same in terms of monetary means and growth
3.Aligning the performance with the company’s strategic goals
4.Defining the firm’s performance in terms of financial and non-financial terms
Using the HR policy and performance appraisal methods to compare with the standards of individual and team.
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References
- Aguinis, H. (2009). An expanded view of performance management. Performance management: Putting research into action, 1-43.
- Barnes, C. M., Hollenbeck, J. R., Jundt, D. K., DeRue, D. S., & Harmon, S. J. (2011). Mixing individual incentives and group incentives: Best of both worlds or social dilemma?. Journal of Management, 37(6), 1611-1635.
- Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2012). Impact of high-performance work systems on individual-and branch-level performance: test of a multilevel model of intermediate linkages. Journal of applied psychology, 97(2), 287.
- Hiltrop, J. M. (1996). The impact of human resource management on organisational performance: Theory and research. European Management Journal, 14(6), 628-637.
- Brumback, G. B. (2003). Blending “we/me” in performance management. Team Performance Management: An International Journal.
- Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel psychology, 59(3), 501-528.
- Beer, M. (1981). Performance appraisal: Dilemmas and possibilities. Organizational Dynamics, 9(3), 24-36.
- DeNisi, A. S. (2011). Managing performance to change behavior. Journal of Organizational Behavior Management, 31(4), 262-276.
- Effron, M., & Ort, M. (2010). One page talent management: Eliminating complexity, adding value. Harvard Business Press.
- Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit‐level, longitudinal study. Personnel psychology, 54(1), 101-114.
- Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of applied Psychology, 94(1), 122.
- Wildman, J. L., Bedwell, W. L., Salas, E., & Smith-Jentsch, K. A. (2011). Performance measurement at work: A multilevel perspective.