| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "IMPROVING PERFORMANCE": |
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Improving Student Performance, 2002.
It examines the reduction of class size as a way to improve student performance.
2,400 words (approx. 9.6 pages), 10 sources, £ 62.95
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Abstract
This paper examines the factors influencing student performance. It challenges the widespread consensus that reducing class size affords the best hope for improved learning. Instead, it argues that multi-dimensional approaches and reduction at the level of school size afford the best hope for improved student performance.
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Improving Work Performance, 2004.
This paper discusses improving work performance by improving empowerment, teamwork, and communication.
3,010 words (approx. 12.0 pages), 9 sources, MLA, £ 62.95
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Abstract
This paper explains that, without relevant and effective staff management, organizations will not be able to achieve the required commercial success. The author points out that the most common objective of management is often to control production methods by minimizing the chance of employees making ?mistakes?. The paper relates that, by collaborating, we can increase the level of innovation and creativity.
From the Paper
"To give the workers empowerment the organization structure has to be radically changed. The employees must get the power to bend and break the rules. They may sometimes create mistakes, but if that results in a happy customer, the company should be willing to take that risk. The process of empowerment will stop managers from telling workers how to solve their problems and concentrate instead on the long-term growth and development of the organization. The managers will also learn how to develop the employees through projects that will improve the skills of employees and overcome areas of weakness. In this process, it is important to make the employees take responsibility and decide. It is also important for the employees to be in touch with their internal and external customers."
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Improving Classroom Performance through IT, 2007.
This paper describes implementing technology-based learning strategies in the classroom.
1,050 words (approx. 4.2 pages), 11 sources, APA, £ 25.95
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Abstract
The premise of this paper is to illustrate through a case study and research that there is a strong correlation between an instructors' ability to harness new IT tools and improved classroom performance. The paper further explores the vast amount of educational content available on the Internet, and the importance of integrating this information into instructors' curricula. The author concludes that the major obstacle to implementing this technology is resistance to change.
Introduction
Challenges with Applying Technologies in Classrooms
Recommendations and Further Research
From the Paper
"The effectiveness of instructors to consistently deliver the best experience for their students in terms of lasting learning and retention begins with a core set of communication techniques, tools and talents those that gravitate to education possess. With the advent of the Internet and the rapid growth of all types of digital content, from the written to the spoken word, to digital static images to videos and full-length training tapes, the speed and ubiquity of the Internet is changing teaching. This translates into opportunities for instructors at all levels to further increase their ability to deliver valuable content to students, and it's increasingly becoming clear that this can be done either in the classroom or via the Internet, to other continents at the same time. This is nothing short of a revolution in how learning is taking place, and it's irreversible as Thomas Friedman (2005) mentions in his book, The World Is Flat, that knowledge and its fluidity is the new asset, not factories and fixed assets."
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Developing, Monitoring, and Improving Performance Measures, 2003.
Through use of example, discusses effective performance measures and management systems.
1,380 words (approx. 5.5 pages), 5 sources, APA, £ 32.95
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Abstract
Uses the army as an example for developing and deploying effective performance measures and management systems in an organization. Included in the discussion is a set of methodologies and processes that assist organizations to effectively plan, measure, analyze, and optimize business performance.
Introduction
Establishing and Updating Performance Measures
Establishing Accountability for Performance
Gathering and Analyzing Performance Data
Reporting and Using Performance Information
Conclusion
References
From the Paper
"Developing and deploying an effective performance measurement and management system is the key to maintaining a high-performance organization (Gore 2). In fact, many executives today will say that business performance management is the next generation of business intelligence. It is about responding quickly to markets that were once more predictable."
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Performance Improvement, 2006.
A detailed discussion on performance improvement within a company.
1,665 words (approx. 6.7 pages), 3 sources, MLA, £ 38.95
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Abstract
This paper defines performance improvement within an organization using the "system's thinking" approach. This approach aims to improve performance amongst employees and hence the company. It discusses its implementation, benefits, obstacles and how to rate the system. The paper also offers graphic representation to qualify points made.
Table of Contents:
Details of what a Performance Improvement Project Is
Rate Organization's Performance in this Area
The Obstacles to Improving Performance in this Area that Currently Exist
The Benefits that an Organization would Result from this Performance Improvement Project
The Metrics that will be Used to Measure this Project and How those Metrics Align with the Mission and Goals
The impact of this Performance Improvement Project
Strategies and Approaches could be Used to "Sell" the Project to Management
References
From the Paper
"The main obstacles exist in the area of employee education and training. Since most employees are not clear on the subject of systems thinking, they do not understand how it can be used for performance improvement. This is acting as a major problem in implementing this approach completely. For this reason, the staff almost appears incapable of thinking as part of the whole. Another major problem was that firm had failed to notice this learning problem and since it had not yet been identified, nothing serious had actually been done. In the book, The Fifth Discipline, the author, Senge, had explained some reasons why a firm's employees may fail to think interdependently."
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Performance Improvement, 2002.
A paper which discusses the meaning of performance improvement, different methods and first steps in improving a business.
2,850 words (approx. 11.4 pages), 9 sources, APA, £ 59.95
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Abstract
The paper shows that the current competitive business environment has resulted in a number of performance improvement methods becoming popular. The paper analyzes some of these methods and shows similar characteristics. Two of these characteristics are an increasing focus on the customer and an emphasis on building relationships. These two characteristics are recognized as key success factors for an organization. The paper discusses these two success factors and shows that an organization must change internally to focus on these two success factors. It explores how these changes create an underlying culture that supports a focus on the customer and on building relationships. This underlying culture can then be built upon to adapt to changing times and to continue improving business performance.
Table of Contents
Concepts of Performance Improving - The Best Value Approach
The Value Network Approach
Servqual - The Product-Service Mix Approach
The Balanced Scorecard
Organizational Analysis and Improvement - Key Success Factors
Employee Motivation
Building Relationships
From the Paper
"However, before these changes can be made, the organization itself needs to change. Systems that involve customer focus cannot be successful until the employees and the organization as a whole are motivated towards the customer focus. The same applies to the focus on building relationships. Therefore, a change in the focus of the organization is required. The culture needs to change from one that is self-centered to one that puts the customer first and strives to be collaborative, not competitive. This involves considering how to motivate employees towards the changes and also how to create an environment where relationships can be built."
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Performance Improvement, 2002.
A biography of Steven Covey.,
900 words (approx. 3.6 pages), 4 sources, £ 24.95
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Abstract
This paper presents the biography of a well-known person who has made great contribution to the field of Performance Improvement. It includes Covey's impact on performance improvement and discusses the various tools and methodologies.
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Employee Performance Improvement, 2002.
The application of a consulting skills model to enhance employee performance.
3,070 words (approx. 12.3 pages), 4 sources, MLA, £ 63.95
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Abstract
This paper provides an overview of a consulting project conducted for the purposes of employee performance improvement and discusses the implementation and utilization of the consulting skills model within this project. By utilizing the model provided by P. Block, it presents each of the phases associated with the consulting project with tasks completed during each phase addressed. It also provides background information on the organization involved in the project and concludes with reflections on what was learned by the student in assuming a consultant role during the project.
Outline
Background Information
Phase 1: Contracting
Phase II: Discovery and Dialogue
Phase III: Feedback and the Decision to Act
Phase IV: Engagement and Implementation
Phase V: Extension, Recycle or Termination
Conclusions and Reflections
From the Paper
"During the initial phone contact between the consultant and the client, information was gathered as to an established date and time for the contracting meeting, the time (i.e., duration) allotted for the meeting, who would be attending, expectations regarding outcomes of the meeting and expectations concerning the potential outcomes of the project. As recommended by Block (1981; 2002), while this information was recognized as essential for planning the contract meeting, it also provided the consultant with the opportunity to begin to emphasize expectations regarding the ?50/50? nature of the client-consultant relationship. Stumpf and Longman (2000) also stressed the importance of such a relationship in what they described as a partnership between the client and the consultant. As this type of relationship was the preferred choice of the consultant, an effort was made to convey the value in establishing a mutually beneficial and shared working relationship with the client."
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TCP/IP Networks: Performance Improvement Issues, 2000.
Discusses the various methods of controlling network congestion in the Internet.
4,850 words (approx. 19.4 pages), 3 sources, £ 87.95
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Abstract
This paper discusses some of the advancements implemented in networking protocol in order to reduce network congestion and improve speed. It also includes a discussion of RED, an active queue management protocol that is widely implemented in the Internet.
From the Paper
"Further research should be carried out to improve RED. Infact, a lot research is currently going on in order to make RED adaptive to network flows. Due to the random nature of RED, there are certain times when the algorithm drops packets especially if the network has observed congestion. Packet loss should be minimized for two important reasons. One to improve network performance and two, to save the resources that are wasted once a packet is dropped enroute to its destination. Increasing queue size, reducing packet processing delays at the router are one of the methods of improving overall network performance."
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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, £ 105.95
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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 ( 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, £ 95.95
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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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Academic Performance in Public Education, 2003.
A critical assessment of how schools can achieve real improvements in academic performance pursuant to the No Child Left Behind Act.
3,173 words (approx. 12.7 pages), 17 sources, MLA, £ 64.95
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Abstract
Government at all levels, as well as the American public, has a right to know how well children are performing in the public education systems. This paper provides a review of the peer-reviewed and scholarly literature to identify methods to achieve academic improvement in the nation's schools. A summary of the research and salient findings are presented in the conclusion.
From the Paper
"Since the passing of the No Child Left Behind legislation in 2001, colleges of education in the U.S. have made it a requirement that candidates take and pass either a state-sanctioned standardized examination or a national standardized exam called the Praxis Series, which is comprised of three levels of assessment (Lucas & Robinson, 2002). Further, it is certainly a measurement responsibility to engage these issues with users in order to understand and evaluate such implications of test design on teaching candidates (Cole & Willingham, 1997). A careful examination of the fairness issues in the design of The Praxis Series: Professional Assessments for Beginning Teachers, is a good example of this principle (Dwyer & Ramsey, 1995)."
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School Improvement, 2008.
Presents a plan of action for improving a school's overall performance.
1,946 words (approx. 7.8 pages), 2 sources, APA, £ 43.95
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Abstract
The paper discusses the theme of school improvement and states that
there are multiple changes and programs that need to be implemented in order to improve school performance. The paper then looks at how to improve staff and student satisfaction and student achievement by focusing on the following areas of concern: the gap in student achievement between white students and non-white students, minority students' achievement, cultural differences, low-level performance amongst disabled students, staff discontent and student and parent concern over the safety of the school. The paper concludes that an essential component of this plan is an objective and subjective model of assessment to ensure that the desired results are in fact occurring.
From the Paper
"In terms of the low-level of performance in the school's population of student's with disabilities, similar steps need to be taken to evaluate and audit this particular curriculum. Special focus needs to be placed on the role of inclusion, finding areas where inclusion could be implemented or where inclusion is currently implemented but not producing the desired effects. In such areas, more one-on-one focus will be needed, perhaps including the hiring of more specialists who can also work with the particular student outside the regular classroom in order to ensure they have the skills needed to succeed in the classroom."
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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, £ 176.95
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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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