| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "HRM BUSINESS PERFORMANCE": |
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HRM and Business Performance, 2008.
This paper discusses the links between people management and performance within the business field.
2,385 words (approx. 9.5 pages), 13 sources, APA, £ 52.95
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Abstract
In this article the writer discusses the theory that there is a correlation between people management and business performance. The writer first reviews the three theoretical human resource management (HRM) models (universalistic, configurational and contingent) and the three types of HRM control systems (behavioural, output and input). The writer then presents summarized data for some of the major studies analyzing the HRM - P link along with their main findings and discusses the limitations of the 'scientific' approach used to measure the HRM - P relationship. Finally, the writer concludes and suggests ways in order to re-think the relation between HRM and performance more realistically. Further, the writer briefly reviews the three theoretical models in order to demonstrate that they assume, unquestionably, the existence of a positive HRM - P link.
Outline:
Introduction
Theoretical Models
HRM Control Systems
Studies on the HRM - P link
Scientism and Its Limitations
Conclusion
From the Paper
"The HRM theoretical models and control methods mentioned earlier in this essay, although differentiated by some variations, all adopt the same 'scientific' approach; that is, various metrics and measurements are used in order to quantify HR practices and business performance and, then, statistical techniques are used on these data to test hypotheses, usually resulting in the conclusion that certain HR practices can affect organizational performance. Although the surveys appear persuasive and attractive, they have not managed to avoid criticism. At this point, it is important to outline and expand on the limitations of this scientific approach as well as the implications of the studies carried out that examine the link between HRM and business performance."
"First of all, an empirical association between HRM and organizational performance does not explain the cause of this association. Even if there is a decrease in performance following a cut back in the level of HR activities, this does not constitute an explanation for the result."
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Performance Measures, 2007.
This paper discusses the correlation between performance measures, reward systems and job satisfaction.
18,132 words (approx. 72.5 pages), 70 sources, MLA, £ 178.95
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Abstract
In this study, the writer notes that performance measures have long been utilized in both the private and public sectors. The widespread use of performance measures exist because there are a plethora of benefits associated with such measures. In this study, the main foci are performance measurement, reward systems and job satisfaction. The research contained in this discussion is evidentiary of a definitive relationship between performance measurement and employee attitudes concerning job satisfaction. One can also conclude from this discussion that job satisfaction is directly associated with, motivation, expectancy, and reward systems. The writer points out that researchers have consistently found that people are motivated by both intrinsic and extrinsic values as it relates both to job satisfaction and performance in the workplace. Further, the writer notes that intrinsic motivation pertains to personal goals and objectives while extrinsic motivation is associated with both monetary and non-monetary rewards.
Table of Contents:
Introduction to the Literature Review
An Overview and Purpose
Organization of the Review, Scope, and Library Research Plan
Organization of the Review
Library Research Plan
Interest, Significance, and Rationale for the Critical Analysis
Review of the Literature
Introduction
Frameworks for Performance Measurement
Overview
Financial Performance Measures (DuPont Pyramid)
Performance Measurement Matrix
Strategic Measurement and Reporting Technique (SMART)
Macro Process Model of the Organization
The Balanced Scorecard
Individual Job Performance and Performance Measurement
Contextual Performance
Task Performance
Adaptive Performance
Conducting Ratings/Appraisals and the Ratings Formats Utilized
Graphic Rating Scales (GRS)
Behaviorally Anchored Ratings Scales (BARS)
Mixed Standard Scales (MSS)
Performance Distribution Assessment Method
Computerized Adaptive Rating Scales (CARS)
Rewards Related to Performance: Impact on Employees
Rewards for performance
Risks associated with Rewards for Performance Systems
Examples of Rewards for Performance Systems
Function of Monetary Rewards
Function of Non-monetary Rewards
Implications for Rewards for Performance Systems
Implementation of balanced Incentives
Cultivating a culture of Commitment to Improve Performance
Job Satisfaction
Discussion of the Literature
Summary and Interpretations
Theoretical Literature
Empirical Literature
Conclusions
Recommendations
Theoretical Reformulations
Empirical Studies
From the Paper
"In addition, after studying performance measurements within service industries Fitzgerald et al. developed a framework placing measures into two basic types. These measures include those that are correlated to results such as competitiveness and financial performance and those measures that concentrate on the determinants of those results such as flexibility, quality and resource utilization. The author points out that this structure is representative of the idea of causality, demonstrating that results acquired are a utility of past business performance correlated to particular determinants. In addition, this type of performance measurement structure is representative of the need to recognize the drivers of performance so that desired performance outcomes can be realized."
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Performance Appraisal, 2002.
This paper is a research study of the effectiveness of performance appraisals, a term used for evaluating performance of employees in an organization, and the issues accompanying performance appraisals.
8,830 words (approx. 35.3 pages), 20 sources, APA, £ 131.95
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Abstract
This paper is a research project which used a review of literature and previously completed research projects to evaluate if the achievement of organizational goals and objectives can be measured in part by effective performance appraisals. The paper reports that all of the studies confirm that effective and proper performance appraisals do result in better job performance, measuring performance effectively and enhancing care for work ethic. The author believes that an individual performance evaluation plan increases the employee?s specific understanding of his jobs and the specific tasks that make up those jobs.
Table of Contents
Introduction
Statement of Problem
Hypothesis
Research Questions
Assumptions
Literature Review
Causes of Performance Appraisal
Steps Leading to Performance Appraisal
Performance Appraisal
Research Methodology
Variables
Results
Data Analysis and Interpretation
Discussion
Conclusion
Recommendations
Conclusion and Implications
From the Paper
"Till the end of 80s, though there was a large body of research in aspects of performance appraisal concerning accuracy of measurement, employee participation, types of performance measurements and other areas, there was no substantial research that specifically linked increased job performance and effective performance measurement with the performance appraisals. Then in 1994, a study conducted by Bruns and McKinnon, studied the following hypotheses and determined the link between performance appraisals and increased job performance through them. The first hypothesis stated that employees in organizations with well-defined, regular performance appraisal systems have more knowledge of their daily activities in more specific, precise terms than employees in corporations where this is not the case. The study further concluded that these organizations hence experience increased employee performance. The second hypothesis stated that employees in companies with well-defined and periodic performance appraisal systems concentrate their tasks on areas on which they are evaluated. In other words, such performance appraisals effectively measure the employee performance. This study has further been used throughout this paper as a recent step in this evolutionary process with the previous studies taken as classics."
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Performance Management in Human Resource Management, 2002.
Examines the issue of HRM and how it applies in the field of hospitals. Looks at how performance management (PM) is directly linked to HRM.
4,215 words (approx. 16.9 pages), 26 sources, MLA, £ 80.95
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Abstract
This paper examines the various functions of HRM. Issues examined include the overall importance of PM in strategic HRM, the rationale for implementing PM, the advantages, disadvantages, tasks and goals of PM and the relevance of PM in the specific environment created by hospitals. The literature examined demonstrates that performance management has evolved as one of the critical tasks of human resource management in this particular work setting.
OUTLINE
Introduction and Purpose
Description of Performance Management (PM)
Role of Human Resources Management (HRM) in PM
Purpose of Study: Centered in Hospital
PM and Quality
Standards of JCAHO
Goals of PM in Hospitals
PM in Hospitals and Health Care
Standards and Scope
Purpose and Goals
A Blueprint for PM in Hospitals
Issues in Hospital HRM/PM
Role of HRM
Appraisals
Education
Rewards/Incentives
PM. HRM. Training and IT
Information Technologies (IT) and their Impact
Continuous Quality Improvement (CQI)
Patient Care
Deficits and Challenges
Summary and Conclusions
Restatement of HRM Role
References
From the Paper
"Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control to form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement.
Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards and to inform those affected by the standards about them (Katz & Green, 1997). It requires the judicious deployment of fiscal, human, and material resources. It speaks directly to issues related to quality and such traditional quality-oriented tasks as quality assurance, quality control, and continuous quality improvement (CQI). In such disparate settings as sales organizations, hospitals, automobile and other manufacturing facilities, and schools, PM is a vital element of a cross-sectional, organization-wide strategy for coping with uncertainty, managing change, and "growing" an organization while satisfying client and customer needs (Skinner & Mabey, 1997)."
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High-Performance Teams, 2005.
Explores the attributes of high performance and defines a model for superior team development within organizations possessing similar geographic, diverse, and resource allocation metrics.
4,658 words (approx. 18.6 pages), 15 sources, MLA, £ 85.95
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Abstract
This paper begins by discussing the characteristics of a high-performance team. Next, an examination of the organizational effects, as well as, team dynamics and external influences is evaluated. Further, the paper explores the high-performance team, discussing its importance related to organizational success, loyalty, and longevity. In addition, this research paper focuses on current motivating team factors, and the evolution of high-performance team organizational philosophies.
Outline:
Abstract
Statement of the Problem
Research Question
Significance of Study and Organizational Benefit
Research Design and Methodology
Characteristics of a High-performance Team
1.1 Defining the High-Performance Team
1.2 Evolution of the High-Performance Team
1.3 Differences Between High-Performance Teams and the Traditional Grouping of Logical Skill Sets
2. High-performance Teams Require High-performance Personnel
2.1 The Importance of Selecting the Right People
2.2 Establishing the Criteria for Staff Selection
2.3 Matching Skill Sets With Roles, Responsibilities, and Assignments
2.4 Understanding Diversity and High-Performance
3. Team Environment
3.1 Why Collaboration and Professional Dialog are Important?
3.2 Aligning Risk Taking with Management
3.3 Understanding Various Techniques to Promote Team Dialog
3.4 Why is a Collaborative Project Team Environment Important
Transformation to a High-Performance Team.
4.1 The Importance of Defining High-Performance Project Team Goals
4.2 What are the Methods Used to Gain Team Members' Commitments
4.3 The Importance of Strategic Leadership on High-Performance Project Teams
5. Organizational Benefit Derived from High-performance Teams
5.1 Organizational Reputation and Public Perception
5.2 Organizational Loyalty
5.3 Increased Organizational Success
5.4 High-Performance Team Influence and the Traditional Team Concept
6. Summary /Conclusion
References
From the Paper
"Finally the high-performance approach helps \managers spot opportunities for what Andrew Grove, in his book High Output Management calls leverage. By broadening the attention to include action strategies that maximize ability and support in the work settign (the more tangible of the performance factors), the high-peformance approach shows manager how to gain a substantial spillover impact on effort (the more tangible of the factors), the high-performance approach show managers how to gain a substantial spillover impact on effot ( the least tangibile of the factors). When people have the necessary abilities and support to do their jobs, it is likely that feeligns of personal competency will provide a lot of motivation to work hard and do these jobs well. However, in spite of the significant positive impact of HPWSs, only about 13% of American companies have actually implemented HPWSs (White, 1994), and even then, there is little research on the impact of HPWSs in the service sector. "
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Performance Appraisal System in Banking in India, 2008.
An analysis the past, present and future view of the banking industry in India, with a focus of performance appraisal systems in the industry.
12,441 words (approx. 49.8 pages), 31 sources, APA, £ 171.95
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Abstract
This paper reviews the literature with regards to performance appraisal systems in the banking industry in public and private sector banks in India. It provides a historical overview of the banking industry in India and looks at a future view of its banking industry. The paper then discusses reforms and management issues in banking in India and the need for performance appraisal.
Table of Contents:
Historical Overview Of Banking Industry In India
Future View Of Indian Banking Industry
Reform And Restructuring Of Banking Hr Management
India Banking Sector Reforms
Challenge-Management In The Banking Industry
Innovation HRM In A 'Hyper-Competitive Environment
People-Centric HR Management In Banks
New Emphasis On HRM Related Practices
Banking Sector Technology Deployment
India Banking Industry HRM Report (2000)
Intensive Bank Restructuring Program: State Bank Of India
Performance Management & Appraisal Systems
Talent-Management In The India Banking Industry
Limitations And Scarcity In Performance Appraisal In Banking HRM
Recent Studies In HRM Performance Appraisal Methods
Summary Of Literature Reviewed
From the Paper
"Stated to be a good measure of devolvement was an increase in proactivity in personnel function in the past five years and in both the Indian and British interviews relating to involvement another measure was revealed stating to be "continuous feedback from line managers." (Budhwar and Sparrow, 2002) It is held that this is "an important measure of devolvement as it helps to evaluate whether things are working according to plans or not, and what changes will be required in the future." (Budhwar and Sparrow, 2002) An expectations that such type examinations might reveal "the extent to which managerial cognition of strategic HRM actually relate to practice. Similarly, the influence of possible new dimensions of national culture, as suggested by both Indian and British managers' viewpoint should be examined. The thinking of personnel specialists and different levels of employees from other sectors, regarding their function, should also be examined." (Budhwar and Sparrow, 2002)"
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Performance Management, 2004.
This paper discusses performance management through performance measurement, especially in government.
1,080 words (approx. 4.3 pages), 6 sources, MLA, £ 26.95
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Abstract
This paper discusses that, if management is the process of achieving specific tasks through specific means in specific time frames with a set of predetermined resources, then to achieve this level of management, measuring the progress is essential. The author points out that, to serve the needs of a community, a government needs to rise above the lack of market-based accountability and to set itself standards and performance benchmarks by which it will operate and to which it will hold itself accountable. The paper demonstrates that, by placing information in front of the public, the London Royal Borough of Kensington and Chelsea government is committing itself to accountability to the people it serves, a valuable step for a government body.
From the Paper
"The ideas of performance management through performance measurement have been the backbone of private enterprise for decades. Without measuring performance, a company will quickly be replaced in the marketplace by its competitors. However, in the last decade, as business has shifted into a digitally enhanced production and performance environment, the idea of performance measurement has become even more important. The digital business age has created new competitive forces, which force businesses to review their business activity more frequently. In reality, a company must be in constant review of its progress toward stated goals while at the same time determining new goals and adopting processed to implement the new goals if they are to stay competitive."
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High Performance Work Teams, 2004.
An analysis of high performance work teams and their effectiveness in improving productivity and performance.
6,437 words (approx. 25.7 pages), 25 sources, MLA, £ 106.95
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Abstract
This paper discusses the impact of high performance work teams. The paper presents research in the field of understanding self-managed work teams and their effectiveness in improving productivity and performance. The research indicates that there are two schools of thought. The first indicates that high performance work teams can be influential in improving the productivity and the profitability of the organization. The second shows that executive management and associated governing bodies have to constantly monitor team performance. The paper explores organizational values and culture, assessing that both can affect the manner in which self-managed teams are created and operated. The paper contends that different ways of decision making, trust and mutual respect, and levels of team member accountability can also help improve the morale and performance of the team.
Outline
Chapter 1: Introduction
Chapter 2: Discussion
2.1 Developing and Supporting HPWT in Manufacturing
2.2 HPWT and Multinational Organizations
2.3 Impact of HPWT in Implementing Lean Management Concepts
2.4 HPWT and Six-Sigma
Chapter 3: Conclusion
From the Paper
"High Performance work teams (HPWT) are generally implemented in an organization as a way of improving and increasing work skill and worker flexibility while at the same time offering a forum by which the work can be trained and developed at all times. (Thompson, Baughan, & Motwani, 1998) Self-managed teams are defined as teams that maintain a high degree of collaboration. These teams manage their operations and agendas with a focus to make themselves high performing. There are many advantages and challenges to using teams in organizations. Organizations are moving to flatter and more dispersed structures. These structures are better suited to team working. There are also many internal factors; for instance, the microenvironment of the organization that also needs to be analyzed prior to setting up teams within an organization. Teams have their own individuality and style -just like people. And, local culture and values can also play a significant role in the creation and operation of teams. In a global environment, and with many organizations having operations in more than one location and country, high performance work teams are no longer restricted within a set geographical boundary."
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Performance Management, 2004.
An evaluation of performance appraisal and performance management as critical success factors in organizations.
920 words (approx. 3.7 pages), 12 sources, MLA, £ 22.95
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Abstract
This paper looks at the critical role human resource management and planning play in an organization. It also examines the effectiveness of employee empowerment and increase in individual responsibility.
From the Paper
" Performance management goes far beyond merely ensuring that employees understand day-to-day tasks. It affects pay strategy and the company's long-term success. An outgrowth of the human resource ..."
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Performance Appraisal, 2008.
A discussion about performance advancement strategies and how they can be a valuable performance enhancement tool for an employee.
1,162 words (approx. 4.6 pages), 1 source, APA, £ 28.95
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Abstract
This paper discusses the importance of designing valuable feedback into a performance administration program, noting that when a supervisor meets with an employee on an ongoing basis it allows the supervisor to provide feedback through the performance cycle. The paper specifically discusses the performance advancement strategy (PAS) and explains that the PAS can be of immense assistance to those who want to enhance skills and strengths and learn more about matters of interest that are relevant to the performance of the organization. The paper then describes the steps and most common goals of a PAS and looks at how a PAS is relevant to the InterClean company. The paper includes an InterClean Performance Appraisal Report.
From the Paper
"A PAS is a partnership between the employee and the rating official in personal development. Preparing a PAS involves open feedback, clarification and discussion about developmental needs, goals and plans. Intermittent communication with the manager and employee is essential to the PAS. In recent years, the magnitude of flexible and compressed work schedules has been improved by the emergence of work and family issues. As the workforce ages, becomes more culturally diverse, and women make up a greater percentage (, 1992, 92-38), human resources are tackling with ways to resolve conflicts that occur when employee's work and family obligations collide."
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Performance Management ( PM) in Hospitals, 2002.
A discussion of how human resource management (HRM) uses the PM system to improve the organizational performance of a hospital.
4,050 words (approx. 16.2 pages), 27 sources, £ 96.95
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Abstract
Discusses how human resource management (HRM) uses the PM system to improve the organizational performance of a hospital. Defines PM programs & their relation to standards and resources. Contends that strategic HRM is integral to PM to ensure that standards are met. Factors that determine quality of patient care. PM in health care. Issues in hospital HRM. Role of Information Technology (IT).
From the Paper
"Performance Management in Human Resource Management:
The Case of Hospitals
Introduction
Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control to form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement.
Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards and..."
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Pay for Performance, 2006.
A discussion on pay for performance systems.
2,130 words (approx. 8.5 pages), 5 sources, MLA, £ 47.95
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Abstract
This paper gives an overview and defines pay for performance systems. It discusses the advantages and disadvantages of such a system. The paper offers an overview of the effectiveness of pay for performance in the Denver pilot program. The relevant considerations for implementing the system is detailed, as well as a brief overview of employee communications. Lastly, the anticipated impact of the pay for performance impact on the district is discussed.
Overview of Pay for Performance
Potential Advantages to Pay for Performance
Potential Disadvantages of Pay for Performance
Effectiveness of Pay for Performance in Denver School District
Relevant Considerations in Implementation
Brief Plan for Employee Communication
Impact of Pay for Performance on the Organization
References
From the Paper
"By 1904, the Board of Education changed their pay policy for teachers. They indicated that teachers were charged with assisting children to learn. They also encouraged each teacher to use their best methods of teaching, unique to the needs and conditions of their students. The Board felt that teachers should definitely continue to test their students, but that that it was unreasonable to assume that a child would be able to keep at the call of his memory (Gratz, 2005). As such the single salary system came into favor, and would be as such for many more decades."
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Performance Measurement, 2006.
This paper examines how the system of performance measurement is applied in business to gain insight and make judgements regarding the effectiveness and efficiency of programs and processes.
1,213 words (approx. 4.9 pages), 1 source, APA, £ 29.95
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Abstract
This paper defines performance measurement as a system for determining how a program is accomplishing its mission through the delivery of products, services or processes. The writer of this paper discusses the effectiveness of performance measurement as an ongoing, periodic method for determining whether a program is accomplishing its goals. This paper details the three main components of performance measurements which are comprised of: Planning, implementation and evaluation. This paper also delves into the four types of performance measures which include: Input, output, effective/outcome and efficiency measures. This paper also contains a chart which shows how various types of industry would benefit by applying the above mentioned performance measurement techniques.
Table of Contents:
Overview of Performance Measures
Type of Performance Measures
Output Measures
Effectiveness/Outcome Measures
Efficiency Measures
Benchmarks
FY 01 Performance Measures
From the Paper
"Output indicators measure the quantity or volume of products and services provided to a program. Output indicators are commonly referred to as workload, or activity measures. This had been the most commonly used measurement in budget documents of the recent past. For example: an output of 800 participants for the Social Services Annual Flu Shot Program; an output of 7,800 user support occurrences for MIS. For the FY 01 Proposed Budget document, activity measures are not shown; however, Departments will continue to collect and track output measures as a means of measuring performance."
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Merit Pay: Examining the Effect on Teacher Performance, 2004.
The effect of merit pay on teacher performance in the public school system: The benefits and drawbacks to paying teachers for performance.
1,397 words (approx. 5.6 pages), 34 sources, MLA, £ 33.95
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Abstract
Merit pay for teachers is an issue that has been debated since the beginning of the 20th century. This paper explains how the experts are still on both sides of the fence with regard to the effectiveness of performance-based pay in the educational system. The writer points out that much of the debate still continues because the data is lacking and what is available is inconclusive. Though the debate still continues, it is possible to tie teacher compensation to classroom performance. Not only can merit pay be implemented in the educational system, but also it should be; teachers need to be accountable for their performance. It concludes that merit pay holds teachers accountable and increases student achievement.
From the Paper
"Education is a cornerstone in a free and democratic society. In the United States of today, improving student achievement is a major concern. One way many educators and administrators believe will improve student achievement is through improving teachers? performance. In 1908 in Newton, Massachusetts the idea of merit pay was introduced as a way to improve teacher performance and thereby increase student achievement (Collins, introduction). That idea has been maintained into the 21st century and continues to be a topic of much debate."
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