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PROCESS CONCEPT TO PERFORMANCE MANAGEMENT

Year 2012, Volume: 4 Issue: 1, 147 - 156, 01.06.2012

Abstract

In recent years many organisations have been busy implementing new or improved performance management systems. Recent research has shown that the regular use of these systems leads to better organisational results. There is however little knowledge about the actual mechanisms which cause the positive effects of performance management. Consequently, the objective of this paper is to create a clear focus on performance management process and illustrate that it is needed to design a step by step framework for managers

References

  • Aguilar, O. (2003): “How strategic performance management is helping companies create business value”, Strategic Finance, Vol. 84, No. 7, pp. 44-6.
  • Ainsworth, M. and Smith, N. (1993): Making it Happen: Managng Performance at Work, Sydney: Prentice Hall.
  • Armstrong and Baron (2005): Managing performance, 2nd Edition, CIPD Publishing.
  • Armstrong, M. (2006): Performance management-Key strategies and practical guidelines, 3rd edition, published by Kogan Page Publishers.
  • Braverman, M., Constantine, N., and Slater, J. (2004): Foundations and evaluation: contexts and practices for effective philanthropy, Published by John Wiley and Sons.
  • Bredrup, H. (1995): Background for performance managmnt, In A. Rolstadas (ed.) Perfomace managemnt: A Basiness Process Benchmarking Approach, Lodnon: Chapman & Hall.
  • Chan, Y. (2004): “Performance measurement and adoption of balanced scorecards: A survey of municipal governments in the USA and Canada”, The International Journal of Public Sector Management, Vol. 17, No. 3, pp. 204-221. Costello, S. J. (1994): Effective Performance Management, New York: Irwin.
  • Den Hartog, D., Boselie, P. and Paauwe, J. (2004): “Performance Management: A model and research agenda. Applied Psychology: An international Review, Vol. 53, No. 4.
  • Florio, M. (2007): Cost-Benefit Analysis and Incentives in Evaluation: The Structural Funds of the European Union, Published by Edward Elgar Publishing.
  • Goldratt, E.M. (2000): Necessary but not Sufficient, North River Press, Great Barrington, MA.
  • Goldratt, E.M. and Cox, J. (1992): The Goal, 2nd Edition, North River Press, Great Barrington, MA.
  • Guinn, K (1987): “Performance Management: not just an annual appraisal”, Personnel, pp. 39-42.
  • Hall, B. (2008): The new human capital strategy: improving the value of your most important investment-- year after year, Published by AMACOM Div American Mgmt Assn.
  • Hartle, F. (1995): How to Re-engineer your Performance managemnt Process, Lobdon: Kogan Page.
  • Heisler, W. J., Jones, W. D. and Benham, P. O. (1988): Managing Human Resources Issues, San rancisco, CA: Jossey- Bass.
  • Ho, (2008): “What affects organizational performance?: The linking of learning and knowledge management”, Industrial Management & Data Systems, Vol. 108, No. 9, pp.1234 - 1254
  • Holt, G. and Elliott, D. (2003): “Cost benefit analysis: a summary of the methodology”, The bottom line: Managing Library Finances, Vol. 15, No. 4, pp. 154-158.
  • Jupp, V. (2006): The Sage Dictionary of Social Research Methods, Sage Publications, Inc, published by Pine Forge Press.
  • Kaplan, R.S. and Norton, D.P. (2001): “The strategy-focused organization: how balanced scorecard companies thrive in the new business environment”, Published by Harvard Business Press.
  • Kent, B. (2010): Performance Management, published by Global Management Enterprises, LLC.
  • Lam, T. (2008): “Optimisation of performance management for housing services”, Journal of Facilities Management, Vol. 6, No. 3, pp. 226-240.
  • Lewis, B. and Entwistle, T.W. (1990): “Managing the service encounter: a focus on the employee”, International Journal of Service Industry Management, Vol. 1, No. 3, pp. 41-52.
  • McAfee, R. B. and Champagne, P. J. (1993): “Performance management: A strategy for Improing employee performance and productivity”, Journal of Managerial Psychology, Vol. 8, No. 5, pp. 24-32.
  • McDavid, J. and Hawthorn, L. (2005): Program evaluation & performance measurement, SAGE Publications, Inc.
  • Mishan, E., and Quah, E. (2007): “Cost-benefit Analysis”, 5th Edition, Published by Routledge.
  • Nanni, A.J., Dixon, J.R. and Vollmann, T.E. (1990): “Strategic control and performance measurement”, Journal of Cost Management, summer, pp. 33-42.
  • Otley, D. (2008): “Performance management: a framework for analysis”, in Berry, Broadbent and Otley, Management control: theories, issues and performance, Palgrave Macmillan, 2005, pp.79-95, reproduced as Chapter 3 in Thorpe, R. and Holloway, J., pp. 24-39.
  • Piskurich, G. (2006): Rapid instructional design: learning ID fast and right, 2nd Edition, Published by John Wiley and Sons.
  • Pressley, M., Billman, A., Perry, K., Reffitt, K., and Reynolds, J. (2007): Shaping literacy achievement: research we have, research we need, published by Guilford Press.
  • Price, C., Novak, A., Medical Group Management Association (2007): HR Policies & Procedures Manual for Medical Practices, 4th Edition, Published by Medical Group Management Assn.
  • Rogers, S. (1990): Performance management in Local Government, Harlow, Essex: Longman.
  • Rummler, G. A. and Brache, A. P. (1995): Improving Performance, 2nd Edition, San Francisco, CA: Jossey- Bass.
  • Schlessenger, L.A. and Heskett, J.L. (1991): “Breaking the cycle of failure in services”, Sloan Management Review, Vol. 32 No. 3, pp. 17-28.
  • Schneier, C.E., Beatty, R.W., & Baird, L.S. (1987): The performance management sourcebook. Massachusetts: Human Resource Development Press.
  • Spangenberg, H. (1994): Understanding and Implementing Performance management; Cape Town: Juda.
  • Storey, J. and Sisson, K. (1993): Managing Human Resources and Industrial Relations, Buckingham: Open Univesirt Press.
  • Taticchi, P. and Balachandran, K. (2008): “Forward performance measurement and management integrated frameworks”, International Journal of Accounting and Information Management, Vol. 16, No. 2.
  • Walters, M. (1995): The Performance managemnt Handbook. London: Instiute of Personnel and Development.
  • Williams, R. (2002): Managing Employee Performance, design and implementation in organizations, published by Thomson Learning, London.
  • Wilson, J. (2005): Human resource development: learning & training for individuals & organizations, 2nd Edition, published by Kogan Page Publishers.
  • World Bank (1996): Operations policy department, Washington, D.C.
Year 2012, Volume: 4 Issue: 1, 147 - 156, 01.06.2012

Abstract

References

  • Aguilar, O. (2003): “How strategic performance management is helping companies create business value”, Strategic Finance, Vol. 84, No. 7, pp. 44-6.
  • Ainsworth, M. and Smith, N. (1993): Making it Happen: Managng Performance at Work, Sydney: Prentice Hall.
  • Armstrong and Baron (2005): Managing performance, 2nd Edition, CIPD Publishing.
  • Armstrong, M. (2006): Performance management-Key strategies and practical guidelines, 3rd edition, published by Kogan Page Publishers.
  • Braverman, M., Constantine, N., and Slater, J. (2004): Foundations and evaluation: contexts and practices for effective philanthropy, Published by John Wiley and Sons.
  • Bredrup, H. (1995): Background for performance managmnt, In A. Rolstadas (ed.) Perfomace managemnt: A Basiness Process Benchmarking Approach, Lodnon: Chapman & Hall.
  • Chan, Y. (2004): “Performance measurement and adoption of balanced scorecards: A survey of municipal governments in the USA and Canada”, The International Journal of Public Sector Management, Vol. 17, No. 3, pp. 204-221. Costello, S. J. (1994): Effective Performance Management, New York: Irwin.
  • Den Hartog, D., Boselie, P. and Paauwe, J. (2004): “Performance Management: A model and research agenda. Applied Psychology: An international Review, Vol. 53, No. 4.
  • Florio, M. (2007): Cost-Benefit Analysis and Incentives in Evaluation: The Structural Funds of the European Union, Published by Edward Elgar Publishing.
  • Goldratt, E.M. (2000): Necessary but not Sufficient, North River Press, Great Barrington, MA.
  • Goldratt, E.M. and Cox, J. (1992): The Goal, 2nd Edition, North River Press, Great Barrington, MA.
  • Guinn, K (1987): “Performance Management: not just an annual appraisal”, Personnel, pp. 39-42.
  • Hall, B. (2008): The new human capital strategy: improving the value of your most important investment-- year after year, Published by AMACOM Div American Mgmt Assn.
  • Hartle, F. (1995): How to Re-engineer your Performance managemnt Process, Lobdon: Kogan Page.
  • Heisler, W. J., Jones, W. D. and Benham, P. O. (1988): Managing Human Resources Issues, San rancisco, CA: Jossey- Bass.
  • Ho, (2008): “What affects organizational performance?: The linking of learning and knowledge management”, Industrial Management & Data Systems, Vol. 108, No. 9, pp.1234 - 1254
  • Holt, G. and Elliott, D. (2003): “Cost benefit analysis: a summary of the methodology”, The bottom line: Managing Library Finances, Vol. 15, No. 4, pp. 154-158.
  • Jupp, V. (2006): The Sage Dictionary of Social Research Methods, Sage Publications, Inc, published by Pine Forge Press.
  • Kaplan, R.S. and Norton, D.P. (2001): “The strategy-focused organization: how balanced scorecard companies thrive in the new business environment”, Published by Harvard Business Press.
  • Kent, B. (2010): Performance Management, published by Global Management Enterprises, LLC.
  • Lam, T. (2008): “Optimisation of performance management for housing services”, Journal of Facilities Management, Vol. 6, No. 3, pp. 226-240.
  • Lewis, B. and Entwistle, T.W. (1990): “Managing the service encounter: a focus on the employee”, International Journal of Service Industry Management, Vol. 1, No. 3, pp. 41-52.
  • McAfee, R. B. and Champagne, P. J. (1993): “Performance management: A strategy for Improing employee performance and productivity”, Journal of Managerial Psychology, Vol. 8, No. 5, pp. 24-32.
  • McDavid, J. and Hawthorn, L. (2005): Program evaluation & performance measurement, SAGE Publications, Inc.
  • Mishan, E., and Quah, E. (2007): “Cost-benefit Analysis”, 5th Edition, Published by Routledge.
  • Nanni, A.J., Dixon, J.R. and Vollmann, T.E. (1990): “Strategic control and performance measurement”, Journal of Cost Management, summer, pp. 33-42.
  • Otley, D. (2008): “Performance management: a framework for analysis”, in Berry, Broadbent and Otley, Management control: theories, issues and performance, Palgrave Macmillan, 2005, pp.79-95, reproduced as Chapter 3 in Thorpe, R. and Holloway, J., pp. 24-39.
  • Piskurich, G. (2006): Rapid instructional design: learning ID fast and right, 2nd Edition, Published by John Wiley and Sons.
  • Pressley, M., Billman, A., Perry, K., Reffitt, K., and Reynolds, J. (2007): Shaping literacy achievement: research we have, research we need, published by Guilford Press.
  • Price, C., Novak, A., Medical Group Management Association (2007): HR Policies & Procedures Manual for Medical Practices, 4th Edition, Published by Medical Group Management Assn.
  • Rogers, S. (1990): Performance management in Local Government, Harlow, Essex: Longman.
  • Rummler, G. A. and Brache, A. P. (1995): Improving Performance, 2nd Edition, San Francisco, CA: Jossey- Bass.
  • Schlessenger, L.A. and Heskett, J.L. (1991): “Breaking the cycle of failure in services”, Sloan Management Review, Vol. 32 No. 3, pp. 17-28.
  • Schneier, C.E., Beatty, R.W., & Baird, L.S. (1987): The performance management sourcebook. Massachusetts: Human Resource Development Press.
  • Spangenberg, H. (1994): Understanding and Implementing Performance management; Cape Town: Juda.
  • Storey, J. and Sisson, K. (1993): Managing Human Resources and Industrial Relations, Buckingham: Open Univesirt Press.
  • Taticchi, P. and Balachandran, K. (2008): “Forward performance measurement and management integrated frameworks”, International Journal of Accounting and Information Management, Vol. 16, No. 2.
  • Walters, M. (1995): The Performance managemnt Handbook. London: Instiute of Personnel and Development.
  • Williams, R. (2002): Managing Employee Performance, design and implementation in organizations, published by Thomson Learning, London.
  • Wilson, J. (2005): Human resource development: learning & training for individuals & organizations, 2nd Edition, published by Kogan Page Publishers.
  • World Bank (1996): Operations policy department, Washington, D.C.
There are 41 citations in total.

Details

Other ID JA59CT53PA
Journal Section Articles
Authors

Nevien F. Khourshed This is me

Publication Date June 1, 2012
Published in Issue Year 2012 Volume: 4 Issue: 1

Cite

APA Khourshed, N. F. (2012). PROCESS CONCEPT TO PERFORMANCE MANAGEMENT. International Journal of Business and Management Studies, 4(1), 147-156.
AMA Khourshed NF. PROCESS CONCEPT TO PERFORMANCE MANAGEMENT. IJBMS. June 2012;4(1):147-156.
Chicago Khourshed, Nevien F. “PROCESS CONCEPT TO PERFORMANCE MANAGEMENT”. International Journal of Business and Management Studies 4, no. 1 (June 2012): 147-56.
EndNote Khourshed NF (June 1, 2012) PROCESS CONCEPT TO PERFORMANCE MANAGEMENT. International Journal of Business and Management Studies 4 1 147–156.
IEEE N. F. Khourshed, “PROCESS CONCEPT TO PERFORMANCE MANAGEMENT”, IJBMS, vol. 4, no. 1, pp. 147–156, 2012.
ISNAD Khourshed, Nevien F. “PROCESS CONCEPT TO PERFORMANCE MANAGEMENT”. International Journal of Business and Management Studies 4/1 (June 2012), 147-156.
JAMA Khourshed NF. PROCESS CONCEPT TO PERFORMANCE MANAGEMENT. IJBMS. 2012;4:147–156.
MLA Khourshed, Nevien F. “PROCESS CONCEPT TO PERFORMANCE MANAGEMENT”. International Journal of Business and Management Studies, vol. 4, no. 1, 2012, pp. 147-56.
Vancouver Khourshed NF. PROCESS CONCEPT TO PERFORMANCE MANAGEMENT. IJBMS. 2012;4(1):147-56.