Abstract In this study, the writer notes that performancemeasures have long been utilized in both the private and public sectors. The widespread use of performancemeasures exist because there are a plethora of benefits associated with such measures. In this study, the main foci are performancemeasurement, reward systems and job satisfaction. The research contained in this discussion is evidentiary of a definitive relationship between performancemeasurement 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 PerformanceMeasurement Overview
Financial PerformanceMeasures (DuPont Pyramid)
PerformanceMeasurement Matrix
Strategic Measurement and Reporting Technique (SMART)
Macro Process Model of the Organization
The Balanced Scorecard
Individual Job Performance and PerformanceMeasurement 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."
This paper examines how the system of performancemeasurement is applied in business to gain insight and make judgements regarding the effectiveness and efficiency of programs and processes.
Abstract This paper defines performancemeasurement 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 performancemeasurement as an ongoing, periodic method for determining whether a program is accomplishing its goals. This paper details the three main components of performancemeasurements which are comprised of: Planning, implementation and evaluation. This paper also delves into the four types of performancemeasures 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 performancemeasurement techniques.
Table of Contents:
Overview of PerformanceMeasures Type of PerformanceMeasures Output Measures Effectiveness/Outcome Measures Efficiency Measures Benchmarks
FY 01 PerformanceMeasures
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."
Abstract Uses the army as an example for developing and deploying effective performancemeasures 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 PerformanceMeasures 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."
Abstract This study examines the factors that affect the utilization of performancemeasurement. The study attempts to provide better information on the patterns of usage of performancemeasurement and to use this information to develop an elaborated model of the factors presumed to affect utilization. Using distinctions from the policy and evaluation literature, the following hypotheses were tested and confirmed: Policy adoption is driven more heavily by factors from rational and technocratic theory, whereas actual implementation is influenced by factors addressed by political and cultural considerations
From the Paper "It is clear that if a manager cannot bring people on board with the company's vision then they will be required to take the necessary actions to ensure the company stays on track in the business transformation by involving the employees. Along with that, it is necessary to have strong leadership when competition is intensified. Therefore, companies need strong leadership so that they have the ability to be innovative enough to set themselves apart from their competitors and maintain a successful and stable structure company, which benefits the employees' health and safety by using performance measuring."
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.
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, measuringperformance 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."
Abstract The paper shows that a performancemeasurement system is an important tool in managing an organization as it allows an organization to define what is important to it and helps an organization ensure that its objectives are met. It shows, too, that the more complex an organization becomes, the more important an effective performancemeasurement system becomes. The paper covers areas such as key performance indicators (KIP's) and balanced scoreboards.
From the Paper "With many departments, management can lose sight of overall objectives. Having to assess and define the measurement system allows the company to clearly define what is most critical to its success. An effective management system then allows the company to monitor these factors and have a clear picture of the progress of the company. This is essential for monitoring the operations of the company and ensuring strategic objectives are being met."
Abstract This paper in business statistics examines the usage of statistical methods in corporate performancemeasurement. It concludes that statistics have a central place in measuring corporate performance.
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."
Abstract This paper discusses an article regarding law enforcement management and direction, related to performance metrics. The paper explains that the purpose of the article is to form new insight into the performance metrics of law-enforcement activity in a manner that is more closely aligned with the actual duties that most sworn law enforcement personnel perform on a daily basis. The paper briefly discusses the strengths and weaknesses of the article and concludes that the article was effective in pointing to the direction where further practical research should be conducted regarding law enforcement performancemeasurements.
From the Paper "For example, the typical parking enforcement office is primarily an administrative function requiring little in the line of active police or law enforcement activity. The primary activity is by far the processing of citations for payment or non-payment and this activity consumes the attention of most parking enforcement staff (Moore & Braga, 2004). The survey results tend to support these observations in that, even in situations where police departments retain full control over all types of law enforcement activities, the ones most successful at operating them are the departments that have dedicated personnel outside of sworn law enforcement officers working in each department."
This paper discusses that the business case of Bethphage shows how job analysis is a foundation for a variety of HR activities, including planning, compensation, performance appraisal, and organization structure.
Abstract This paper explains that a better alternative for this case would be to focus on the other employees and on making changes, which make working requirements clearer for everyone. The author recommends that the requirements of employees be revised into a specific job description that lists exactly what is required of employees for a sufficient performance. The paper stresses that the performancemeasurement system needs to be extended to cover more than just specific tasks required ,such as working effectively as part of the team.
Table of Contents
The Case
Can Personnel Be Fixed?
Job Analysis
From the Paper "The problems that are occurring are partly due to the culture of the organization, where those in management do not appear to be ultimately focused on the successful operation of the business. This refers specifically to Randi Bragen, who seems to be focused on her own professional needs. This also refers to the HR Bureau, who always side with Bragen. Walter Higbe also creates an additional issue because he is focused on not violating employee rights because of his past experience. These factors create a situation where others can identify and accept that there is a problem with Casey Hughes, but are not willing to take any action. Based on these factors, it is suggested that pushing the issue of Hughes's behavior is not going to have a major impact. For example, while a good solution might be to have Hughes dismissed, this is not a solution that is feasible in this situation."
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).
Abstract This paper explains that the use of multiple IT performancemeasurement 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 performancemeasurement 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
PerformanceMeasurement 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 PerformanceMeasurement 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."
Abstract This paper relates that, in recent years, the concept of a "budget hotel" in the U.K. has changed so that today many of these less-expensive hotels are virtually indistinguishable from many of their more upscale and expensive counterparts. The author points out that the research focuses on major areas of hotel management including (a) overall performance, (b) employee performance, (c) customer satisfaction, (d) financial performance and (e) what innovative measures are being used to increase performancemeasure. The paper concludes that the Premier and Express by Holiday Inn were identified as the two front runners in the U.K. budget hotel industry and that these chains reached this performance level with careful attention to trends in the marketplace and the needs and wants of their guests. The paper includes several figures and tables, quotations, a complete questionnaire and the reporting of survey data.
Table of Contents:
Introduction
Statement of the Problem
Purpose of Study
Research Questions
Importance of Study
Overview of Study
Review of Related Literature
Background and Overview
Overview of Hotel Industry Categories of Service
Limited-service mid-scale hotels
Budget Hotels
Recent Trends in the Budget Hotel Industry
Overview of Budget Hotels in the UK Today
PerformanceMeasures Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Documentation Collection
Survey
Sampling
Reliability and Validity
Rationale in Support of Methodology
Data Analysis
Case Studies: Premier Travel Inn UK and Express by Holiday Inn UK
Premier Travel Inn
Stock Performance for Whitbread: March 2006 to Date
Key Financial Metrics for Whitbread: 2001-2005
Whitbread Net Operating Revenues versus Net Profit: 2001-2005
Whitbread Earnings Per Share: 2001-2005
Whitbread Earnings Per Share: 2001-2005
Express by Holiday Inn
Amenities and benefits featured by Express by Holiday Inn in the UK
Financial Metrics Reported by Express by Holiday Inn in the UK
Intercontinental Hotels Group plc (IHG)
Other Performance Metrics Reported by Express by Holiday Inn in the UK
Representative Google Search Engine Results for "Hotel," "London"
Survey of Express and Premier Hotel Management:
Summary and Conclusions
Summary
Conclusions
From the Paper "Middle upscale hotels are also able to lower rates during times of adverse economic environments. Many of these hotels have found it to their mutual advantage to engage in strategic partnerships with organizations such as the American Association of Retired Persons and the Automobile Association of America by offering discounts during off-season periods or during adverse economic periods. All-suite middle upscale hotels include AmeriSuites (Howard Johnson), Embassy, Guest Quarters, Hawthorne, Homewood, Lexington, and Residence Inn by Marriott."
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.
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."
Tags: WIP, accounting, budgeting, information, system
Abstract The paper's report outlines the process for performancemeasurement to be used in the analysis of a garage apartment construction project. The report defines the performancemeasurement system to be used and conflict resolution procedures to be employed in the event that scheduling or budgeting conflicts become apparent. The report includes a project termination process for closing out the project and evaluating its success.
Outline:
PerformanceMeasurement System
Conflict Resolution
Project Termination
From the Paper "Moyer-Angus (1993) claims that in construction management projects, it is important, among other items, to achieve the following objectives in the context of a performance review: (1) determine project goals; (2) determine type, scope, and depth of analysis; (3) define the methodology for analysis; (4) gather information and perform analysis; and (5) report recommendations based on the analysis. According to this view, it is key to know beforehand what will be measured, how it will be measured, with what data, and to what effect. This section will outline the performance measurement for this project to address such concerns."
Abstract This paper contends that general deductions at the procedural or technical level are that TQM organizations are more probable to deal with and evaluate process performance and employ a broader array of measures of performance than non-TQM organizations. The paper claims that novelty and time-related performance, quality, delivery, and customer contentment continue to be the most extensively used performancemeasures. The paper examines the necessity to combine planned goals, customer needs, process capability, and personal participation that are perceived as essential for successful performance management systems based on Total Quality Management.
From the Paper "Total quality management - TQM endeavors to produce an organizational culture that promotes constant development in everything by everyone at all times, and necessitates changes in organizational processes, priorities relating to strategies, individual beliefs, attitudes and behaviors. (Pun; Lau, 2003, p. 316) To decide the quality performance on projects, all companies use conventional hard measurements like cost, schedule and safety. Some other soft methods like customer contentment, guidance, employee participation, and cooperation; training, flexibility, awareness, etc are used by the top companies. Most consider the requirement for clear work procedures and the interactive processes of planning, communication, and teamwork among all parties are main aspects in project achievement. (Quality Performance Measurements of the EPC Process: Current Practices)"
