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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, $ 46.95
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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 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, $ 249.95
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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 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, $ 41.95
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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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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, $ 88.95
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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 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, $ 89.95
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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 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, $ 36.95
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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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Standard Based Costing and Performance Measures, 2002.
A paper that outlines the various defects of the standard based costing method and how it does not effectively measure the manufacturing environment of today.
1,650 words (approx. 6.6 pages), 8 sources, APA, $ 53.95
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Abstract
The paper explains that in production organizations, the basic concern of the management is to have smooth operations with the least cost possible. There the existence of cost is measured by the tangible output each component of the department produces and income is compared to the cost incurred. The paper shows that a system that is set for measuring the performance level of the tangible assets is known as a standard based cost. The production level is measured periodically and compared with the actual costs incurred. Any deviation from the original cost is considered as variance and hence they are measured separately. The paper discusses that the overall costing structure is dependent on the standard costing method and performance is also evaluated on this basis. The paper shows how, in the recent years, the structure of the manufacturing environment has changed the way management view standard costs. Since most of the work is performed on a large scale and depends on highly innovative technology, many argue that the concept of standard costing has become redundant and ineffective. The paper analyzes this concept.
From the Paper
"Standard based costing allows the business to plan its cost according to the level that favors the management in optimal usage of resources and minimum cost price. There are two types of standard that could be used to measure. One is ideal standard where the price is planned to the minimum compared to manufacturing capacity. Second attainable standard where the overall lowest price is noted for costing and a considerable level of efficiency is noted. The costing system does not expect 100% capacity but it does try to minimize spoilage percentage. Thirdly, direct material and labor standards where per unit material and labor is noted for production of per unit of the product. Through these methods it is clear that the standard based costing system is not usually attainable and hence subject to criticism. The reason being that direct labor and direct material cannot be accounted for if the products are lying idle at warehouses in case of emergencies."
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Measuring IT Performance, 2006.
This paper discusses the three methods of measuring the performance of IT in an organization: balanced scoreboard, economic value added (EVA) and intellectual capital (IC).
2,595 words (approx. 10.4 pages), 8 sources, APA, $ 78.95
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Abstract
This paper explains that the use of multiple IT performance measurement frameworks are ideal because it provides more information to an organization as to where it went wrong and where it still needs improvement. The author points out that economic value added, one of the most effective performance metrics in use today, assesses how well an organization is achieving its objectives and goals consistent with valuation principles that are important to any investor's analysis of a company. The paper relates that intellectual capital is a performance measurement framework that assesses the intangible assets of a company including the in-depth knowledge and skills of an organization's employees and the strategies and techniques implemented by an organization.
Table of Contents:
Introduction
Performance Measurement Frameworks
The Balanced Scoreboard
What is a Balanced Scorecard?
Financial Measures as Evaluated by the Balanced Scorecard
Strategy Implementation as Evaluated by the Balanced Scorecard
Economic Value Added
Intellectual Capital
Use of the Performance Measurement Frameworks in IT
Conclusion
From the Paper
"In using the balanced scorecard in measuring the performance and value of IT in an organization, it is ideal that every scorecard focuses on the corporate goals. Thus, when developing metrics for the Balanced Scorecard, it is significant to have strategic thinking that emphasizes the organization's goal. For instance, Brickman and Fidler, two successful IT executives, suggests the following metrics to determine whether their company's IT meets customer needs and demands. Apparently, these elements are parts of strategy implementation which is one of the focus of the Balanced Scorecard performance measurement."
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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, $ 54.95
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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, $ 84.95
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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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Measuring and Paying for Performance, 2002.
An overview of the concept of measuring and paying for performance.
2,018 words (approx. 8.1 pages), 6 sources, MLA, $ 63.95
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Abstract
This paper examines how experience, research and analysis of the corporate world and its practices reveal that paying for performance systems are crucial to the success of an organization and are essential for a constant development of its workforce. It looks at how paying for performance is relatively a new term when compared to ?performance appraisal? though both terms can be used interchangeably and have similar meaning in the corporate world.
Outline
Overview of the Topic Under Discussion
Historical Overview of Paying for Performance Pages
Recent Developments in the Related Field Pages
Future Direction and Application Pages
Conclusion Pages
From the Paper
"Though pricing strategies still play a vital role in the competitive corporate world, with recent changes, customer satisfaction and product innovation as well as product quality ?are the primary determinant of profitability? (Nourayi & Daroca, 1996, p.206 (12)). Hence ?product-oriented manufacturing cells? are replacing ?process-oriented operations? (Nourayi & Daroca, 1996, p.206 (12)). Minimization of wastes is today directly connected with profit maximization. Therefore, with success factors being controlled by consumers, administration as well as management at all levels need to identify and consolidate ?the market signals? in an expedient performance measurement and review procedure or system. Thus, these new positive amendments in the existing market trends bring forward the role of performance measurement system in determining the success of the overall organization while accomplishing the set of objectives outlined by the management for the employees to follow in letter and spirit."
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Effective Measure of Student Performance Evaluation, 2002.
A paper which maintains that grading is a vital tool for the educational system to determine a student's performance.
1,156 words (approx. 4.6 pages), 3 sources, MLA, $ 39.95
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Abstract
Despite the benefits and functions that grading has for the determination of school performance of the student, there are also proponents that are opposed to the use of the grading systems, or grading itself, for determining how effective a student?s performance is during the course of semester or academic year. Criticisms on grading and its questionable effect and functionality in determining student performance is discussed thoroughly in this paper. The primary objective paper is to analyze whether grading is an effective tool for measuring student knowledge, skill, and performance, or whether it poses as a possible way for student performance to deteriorate and the quality of education to decrease, as stated by the criticisms of the proponents against the use of the grading system in educational institutions. This paper also argues that grading is a vital element and tool for the educational system to determine how effective a student has performed for the year and that grading becomes a motivation and objective measure whether a student has performed well during the academic year or not.
From the Paper
"The following functions are primarily geared towards the development of the student in the academic environment of attaining a formal education. The first function aims to show that grading is an objective measure of student performance, while the second and third functions focus on the development of students in the academic environment as a result of the challenge that grading presents to most students. The fourth and fifth functions specialize on the effectiveness of student-teacher relationship/interaction because of grading. Through grading, there is an open communication between the student and the instructor, while the sixth function is a summary of the future role that grades can give to a student. An example of this is the increase in number of job offers for the student or better employment opportunities because of good grades or credentials."
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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, $ 89.95
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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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Performance Improvement, 2002.
A biography of Steven Covey.,
900 words (approx. 3.6 pages), 4 sources, $ 35.95
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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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Measuring Performance of Public Education, 2001.
Complexity of measures. Public issues & policy strategies. Use of evaluations, teachers training in new areas. Theories vs. practical applications.
2,025 words (approx. 8.1 pages), 17 sources, $ 71.95
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From the Paper
"Performance in public education is viewed as an indicator of school or academic success. The breadth and complexity of education has led to the difficult development of measures of this performance. The raising of achievement levels has become a public issue and new policy strategies are again measured to indicate performance levels and success (California Postsecondary Education commission [CPEC], 1996; Duffield, Allan, Turner, & Morris, 2000). The measurement of this performance in public education has led to research resulting in literature regarding several main questions, findings, and unanswered questions, which will be discussed in the following presentation."
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