C13 CBHRM CB Performance Management (original) (raw)
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Linking a performance management system and competencies: Qualitative research
Engineering Management in Production and Services, 2019
The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from ...
Providing the Applicable Model of Performance Management with Competencies Oriented
Procedia - Social and Behavioral Sciences, 2016
The talented & meritorious human capital is the source of competitive advantage and is of great importance that on the basis of it the performance of employees is assessed. The aim of this study was to provide the applicable model of performance management with competencies oriented in Entekhab Industrial Group. The population of the study was a group of 550 of industrial employees. Simple random sampling was used and the sample size was estimated 230 people using Morgan table. Based on the literature and research in this area, key indicators of performance evaluation in terms of staff competencies, namely knowledge, skill, attitude and working style and the working results were identified. Using the experts' opinion, a researchermade questionnaire was developed as the instrument for data collection and the data were analyzed by SPSS. The results of the analysis indicated that all the research objectives were supported. As observed, among the dimensions of competency-based performance management, working results(outcomes) and the staff knowledge had the highest and the lowest mean in the Entekhab Industrial Group, respectively.
This chapter introduces a new approach in organizational Competency Management which is based on Korossy's competence performance approach and which rests on the central idea of connecting competencies to actual job performance. Such an approach has several important benefits when compared to more traditional approaches. First, it brings competency modeling and assessment more closely to the actual work processes and tasks. Secondly, it makes possible validation of the models and the assessment within the modeling and assessment procedure. Finally, it is better able to cope with more dynamic and knowledge based settings. Three case studies in Engineering, Human Resource Management and Research and Development illustrate how the approach is introduced, evaluated and applied. The purpose of the chapter is to inform researchers in eLearning and Knowledge Management of how competencies can be used to support work integrated assessment and learning.
Competence, competency and competencies: performance assessment in organisations
Work Study, 2002
A number of confusions within the area of performance assessment with regard to the use of terminology, and differing interpretations, regarding competence assessment are discussed. A significant difference between the US and UK approaches to performance assessment is identified as being the issue of behaviours. A hierarchy of terms and their specific meanings is proposed as a first step in addressing the identified confusions. A particular aspect of this hierarchy is its relevance to assessment based on behaviours and attitudes rather than simply on the results of functional analysis concerning a particular job. This has implications for the future direction of performance assessment in the UK, particularly with regard to identifying the differences between average and superior performance.
The purpose of this study was to determine the impact of staff competency-based performance management on organizational performance in Entekhab industrial group. The population of the study was a group of 550 of industrial workers. Simple random sampling was used. The minimum number of sample was 230 using Morgan table. Based on the literature and previous research in this area, the key indicators to evaluate performance based on staff competency were identified as the knowledge, skill, attitude and work style , and working results. Using expert opinion, a standard questionnaire was developed and the data were analyzed by SPSS and AMOS. The results of the analysis indicate that the all the research hypotheses are supported, meaning that the factors had a positive and significant effect on organizational performance with regression coefficient as follows: the knowledge of employees in Entekhab industrial Group 0.48, staff skills 0.28, attitude and style of working 0.18, the staff work results 0.42.
The Performance Management Conundrum
Iceri Conference proceedings, 2013
All organizations have problems, and all forward-looking organizations seek to eliminate problems and improve performance. In the realm of education, we use such tools as teacher training, teacher development, classroom observation and formal performance management and appraisal systems for these purposes. Very often if an institution is applying for formal accreditation by external bodies, it is indeed an absolute necessity that such systems are in place. The assumption therefore would seem to be that such systems are vital to our organizational health, our ability to solve problems, and thereby achieve success. In this paper however, it will be suggested that although we have become very alert to the cost of problems, we are much less sensitized to the cost of solutions. Performance Management systems are an outstanding example of this. Painful, time-consuming and expensive to implement, they have the potential to be as destructive as they are constructive, to have wide-ranging impact or no impact at all. A prime question that arises for managers of these and other systems is thus: ‘how do we prevent the cost of the solution becoming higher than the cost of the problem’? This is the performance management conundrum that will be addressed.
The Competency Development Model Based On Performance
— Competency can be defined as behaviours that are shown from employees who have the potential to work consistently and effectively compared with the working average. PT. Aneka Regalindo is a company engaged in manufacturing furniture which seeks to develop a competency model that integrates with the benchmark competency development model in performing their duties and responsibilities effectively. This research was done using the descriptive qualitative method. The results of this study explain that the competency development model based on performance orientation can be identified and analysed to overcome the problem of human resources in the rattan unit of PT. Aneka Regalindo with mapping indicators.