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Performance management for dummies
\"A step-by-step guide to designing and implementing a state-of-the-science performance management system in your business. Learn to develop it, assess how it's working, improve your leadership skills, and help your employees grow.\"--Provided by publisher.
Book
The Sustainability Balanced Scorecard: A Systematic Review of Architectures
The increasing strategic importance of environmental, social and ethical issues as well as related performance measures has spurred interest in corporate sustainability performance measurement and management systems. This paper focuses on the balanced scorecard (BSC), a performance measurement and management system aiming at balancing financial and non-financial as well as short and long-term measures. Modifications to the original BSC which explicitly consider environmental, social or ethical issues are often referred to as sustainability balanced scorecards (SBSCs). There is much scholarly discussion about SB SC architecture and how it can be designed to relate performance dimensions, strategic objectives and the logical links among these elements. To synthesise the widely scattered research findings and publications on the SBSC, we conducted a thematic analysis based on a systematic literature review containing 69 relevant articles spanning a period of two decades. We found that sustainability-oriented modifications of the BSC architecture are motivated by instrumental, social/political or normative theoretical perspectives. Moreover, these modifications can be mapped with a typology of generic SBSC architectures. The first dimension of the typology describes the hierarchy between performance perspectives and strategic objectives and how it is related to the organisational value system. The second dimension describes how sustainability-related strategic objectives are integrated into SBSC performance perspectives and how this is related to corporate sustainability strategy. This study contributes to the development of the emerging SBSC literature and practice and, more generally, to research on corporate sustainability performance measurement and management. We conclude with a research agenda and implications for management.
Journal Article
Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance
The main purpose of research was to investigate the underlying strategies for enhancing “organizational sustainability” (OS). The study categorizes the existing literature, based on strategic choice theory and the attribution model, which reveals that green human resource management (GHRM) practices play a crucial role in environmental management and organizational sustainability. This study investigates the impact of GHRM practices including training and development, performance appraisal, and reward and compensation on organizational sustainability through the mediating role of environmental performance and employee performance. A survey questionnaire methodology was used for data collection; data were collected from 165 managerial personnel in the textile industrial sector of Pakistan. The findings of the study showed significant effects of GHRM practices, i.e. (training and development, performance appraisal, and reward and compensation), on Organizational Sustainability, Similarly, this study empirically investigates the distinct mediating role of environmental performance and employee’s performance between GHRM practices and organizational sustainability. The study findings support the hypothesized model of mediation. The GHRM is an innovative idea in developing countries, and additional studies are needed to identify sustainability issues and evaluate the impacts of GHRM practices in the textile and manufacturing industries in Pakistan.
Journal Article
Competency mapping and assessment : a practitioner handbook
\"This book provides an in-depth coverage on competency mapping and assessment centre - it includes an extensive list of generic competencies, competency models for HR, leadership, model for future competency, automobile sector, and academic institutions and experiences of some consultancy assignments. It presents the complete know-how of the developing competency framework in detail for all practitioners and professionals. The volume examines 'what, why, how' on the subject and extensive support models that have been developed over years of research, consultancy, and training experience across private, public and government sectors in India, Bangladesh, Saudi Arabia, Nepal, UK and other countries. The book has been designed to help scholars and practitioners to understand, develop, manage, and map competencies with their organizations. The chapters are illustrated with figures and tables, along with examples, for a better understanding. The glossary of job task analysis will be helpful in job analysis, which is one of the most important tasks in developing competency models. The volume would be useful to both the academic and corporate world. The students, researchers, and faculty of Business Management courses especially those specializing in Human Resource Management will have in- depth understanding of 'What and Why' of Competency Frameworks, Models and Assessment Centre. It will also be an essential resource for Corporates - Public and Private sector, multi-national organizations, Staff Training Institutions, Learning & Development Centres, Consultancy firms, Trainers, Government and Public Service organizations etc. to have hands on understanding of 'How' of developing Competency Framework, Competency mapping and Assessment centre in their organizations\"-- Provided by publisher.
BOOK
Integrating sustainability with corporate governance: a framework to implement the corporate sustainability reporting directive through a balanced scorecard
PurposeThe growing importance of environmental, social and governance (ESG) issues, as well as related performance planning, measuring and reporting, has spurred interest in linking corporate sustainability and performance management systems (PMSs). In this context, the aim of this paper is to provide companies with a framework for implementing the requirements of the corporate sustainability reporting directive (CSRD) through a sustainability balanced scorecard (SBSC). The framework will further the integration of sustainability with corporate governance.Design/methodology/approachThe framework was grounded in the relevant literature and the CSRD requirements.FindingsThis paper provides companies with a novel framework for implementing the requirements of the CSRD through a SBSC. The framework specifies four key steps (i.e. identifying material themes, initial assessment, strategic formulation and action, and sustainability reporting) to integrate sustainability with corporate governance.Practical implicationsThe framework supports managers’ decision-making processes in linking sustainability with strategy and providing a basis for integrating sustainability with corporate governance in organizations. The paper provides a way to practically address the CSRD requirements.Originality/valueThis is the first study integrating the emerging CSRD requirements with corporate governance. The paper advances discussion and debate by management scholars on how a SBSC can be practically implemented, providing details on how this may be achieved.
Journal Article
How Information Management Capability Influences Firm Performance
How do information technology capabilities contribute to firm performance? This study develops a conceptual model linking IT-enabled information management capability with three important organizational capabilities (customer management capability, process management capability, and performance management capability). We argue that these three capabilities mediate the relationship between information management capability and firm performance. We use a rare archival data set from a conglomerate business group that had adopted a model of performance excellence for organizational transformation based on the Baldrige criteria. This data set contains actual scores from high quality assessments of firms and intraorganizational units of the conglomerate, and hence provides unobtrusive measures of the key constructs to validate our conceptual model. We find that information management capability plays an important role in developing other firm capabilities for customer management, process management, and performance management. In turn, these capabilities favorably influence customer, financial, human resources, and organizational effectiveness measures of firm performance. Among key managerial implications, senior leaders must focus on creating necessary conditions for developing IT infrastructure and information management capability because they play a foundational role in building other capabilities for improved firm performance. The Baldrige model also needs some changes to more explicitly acknowledge the role and importance of information management capability so that senior leaders know where to begin in their journey toward business excellence.
Journal Article
Interplay between performance measurement and management, employee engagement and performance
Purpose
The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon.
Design/methodology/approach
The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank.
Findings
The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance.
Research limitations/implications
The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts.
Practical implications
The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance.
Originality/value
The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.
Journal Article