| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LOCAL PERFORMANCE MEMORIAL SERVICE": |
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Local Performance at a Memorial Service, 2007.
A case study analyzing the music performed at a memorial service.
1,651 words (approx. 6.6 pages), 2 sources, MLA, $ 53.95
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Abstract
This paper provides a review and critique of the music presented at a local memorial service held at a Methodist church. The paper presents the case study. It discusses the details of the funeral and a brief history of the deceased and her family. The paper then discusses the hymn that was performed by the choir and harpist. Finally, the paper discusses the appropriateness of the selection and performance of music at this memorial service.
Table of Contents:
Introduction
Piece One: The Processional
Piece Two: The Hymn
Piece Three: The Choir
Piece Four: The Harpist
Summary of Musical Performance at the Service
From the Paper
"The performance of this piece did not appear to deviate much from the majority of performances of "Amazing Grace." The musician did not appear to add any personal flourishes or provide a distinctive interpretation. This is quite likely due to the decision to perform a song that has plagued music teachers with beginning students since it was first penned nearly two centuries ago. Because of this, it is possible to appreciate this performance of "Amazing Grace" as a bit of humorous irony within the funeral service. However, others could argue that the decision to perform the piece in such a staid manner reduced the decedent's memory as a music teacher who sought to improve the quality of musical performance among her students."
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Enhancing Memory Performance, 2007.
This paper explores the research article "A Procedural Explanation of the Generation Effect for Simple and Difficult Multiplication Problems and Answers" by D. McNamara and A. Healy.
1,358 words (approx. 5.4 pages), 1 source, MLA, $ 45.95
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Abstract
The paper explains that furthering knowledge into how the memory works is valuable to education providers and to clinicians that seek to further understand mechanisms involved in disorders that are characterized by memory loss. The paper examines hypothesis and experiments by D. McNamara and A. Healy and shows how their research has widespread implications for learning, education and memory. The paper concludes that these findings could be utilized by teachers and administrators to develop programs and curricula that facilitate the retrieval process of pertinent information.
From the Paper
"McNamara & Healy (2000) sought to investigate this question to its fullest extent. These researchers focused in on a phenomenon known as the generation effect. This term refers to the increased retention of learned information that is demonstrated as a result of self-generating material rather than material that is passively obtained, through methods such as copying or reading. According to these researchers, when individuals generate information, there is a much greater probability that the information will be available for later recognition and recall. Furthermore, actually participating actively in the learning process has been found to facilitate greater retention in comparison to passive observation."
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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 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, $ 184.95
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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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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, $ 120.95
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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 Management, 2004.
This paper discusses performance management through performance measurement, especially in government.
1,080 words (approx. 4.3 pages), 6 sources, MLA, $ 37.95
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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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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, $ 31.95
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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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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, $ 149.95
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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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Pay for Performance, 2006.
A discussion on pay for performance systems.
2,130 words (approx. 8.5 pages), 5 sources, MLA, $ 66.95
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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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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, $ 46.95
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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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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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Performance Enhancing Substances, 2005.
An examination of the use and effects of steroids and other performance enhancing substances.
3,316 words (approx. 13.3 pages), 8 sources, APA, $ 94.95
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Abstract
This paper examines how there are many different types of performance-enhancing substances available in a variety of markets, some legal and some illegal, some targeted toward athletes and some employed more often for recreational usage. It looks at how, despite the many questions that arise while examining issues relating to substance use in athletics, there is still a failure to examine the multitude and magnitude of negative consequences that can potentially follow any use of performance-enhancing substances, legal or otherwise.
Outline
Introduction
Who Uses Performance-Enhancing Substances
Different Types of Performance-Enhancing Substances
Preventative Measures Against Performance-Enhancing Substance Use
Monitoring Performance-Enhancing Substance Use
Interventions for Performance-Enhancing Substance Use
From the Paper
"Parents should be aware of possible signs that their children are using performance-enhancing substances. If they become worried about substance use, there are a number of interventions that can be utilized. However, performance-enhancing substance use is also monitored on an official level by organizations such as the NCAA. According to Copeland (2002), the testing program utilized by the NCAA was modeled after that in place for Olympic drug testing, with the exception that the International Olympic Committee does not issue sanctions on athletes for some infringements of drug policies. "
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Performance-Based Pay, 2007.
An examination of the effectiveness of implementing performance-based pay.
1,654 words (approx. 6.6 pages), 10 sources, APA, $ 53.95
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Abstract
This paper examines the use of performance-based pay in companies in Australia, citing the Lincoln Electric Company as an example of a company that effectively uses performance-based pay. The writer then points out that performance-based pay can also strain relationships and that evaluation based on performance in some industries can sometimes be a subjective measurement that causes bias and favouritism. The writer believes that performance-based pay cannot be the sole source of motivation. Rather, it should be reinforced with a strong team-based culture in the company, social recognition and feedback. The writer also discusses how performance-based pay used to reward teams is becoming more popular in companies. The writer concludes that performance-based pay can be used efficiently under the right conditions and with the correct implementation.
From the Paper
"Do employers really get what they pay for? Some scholars argue that performance-based pay is very effective and some companies implementing it show significant results. But then there are other scholars that claim it is not effective at all, sometimes even considered detrimental. At first glance any average person would believe that performance-based pay motivates an individual to perform better. Performance-based pay is the wage or bonus earned by an individual or team based on their productivity and contribution. There are many types of performance-based rewards such as commissions, bonuses, share options, profit sharing and the list goes on. Performance-based pay seems to be an attractive way to improve employee performance but has come under fire by a lot of criticism on its effectiveness."
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Cultural Performance, 2007.
This paper discusses the concept of cultural performance.
2,177 words (approx. 8.7 pages), 3 sources, MLA, $ 67.95
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Abstract
In this article, the writer notes that the body of scholarly literature on "cultural performance" is diverse and spans a wide range of disciplines and theoretical perspectives and interests. This essay represents an effort to synthesize three prominent articles by leading theorists in this area: Victor Turner, Richard Schechner, and Marvin Carlson. The paper demonstrates that, while these articles cover similar material in many respects, they differ primarily in terms of their respective objectives, with Carlson's work being a broader, descriptive review of the body of literature on the subject of "performance" while Turner and Schechner present more focused, thesis-driven works examining performance from their respective theoretical positions. The paper also argues that a synthesis of the three articles allows the reader to not only situate the concept of "performance of culture" within its scholarly context, but also to understand with greater precision the implications of this concept for the analysis of specific cultural productions and narratives.
Outline:
Introduction
Performance: Interdisciplinary Agreement and Controversy
Performance Theory: 3 Articles and 3 Approaches
The Practical Significance of Performance Theory
Conclusion
From the Paper
"Schechner's article demonstrates in greater detail than Turner's just how many different forms performances can assume across cultures. Schechner departs from Turner in that while Turner argued that theatrical models of performances derived originally from religious rituals, Schechner suggests that this development may have been a two-way process in which rituals may also have emerged from theatre. It may be argued that Schechner is here extending Turner's idea about "feedback" between theatrical performance and society back to include the very origins of ritualized behaviour in the human species. This difference is important for it allows us to apply the theoretical models of performance analysis more widely than even Turner would acknowledge given that, as Schechner suggests, performance in the form of aesthetic genres (e.g., theatre, dance, music) may not have grown out of any previous form but may actually "be co-existent with the human species"."
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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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