Developing SME performance management practices: interventions for improving productivity

Jones, Ollie; Devins, David; Barnes, Greg

doi:10.1108/ijppm-03-2022-0157

Cited by 7 publications

(5 citation statements)

References 86 publications

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“…Additionally, according to expectation theory, the results of performance reviews are closely tied to the work output of the employees [20] . Along the same line, Oliver et al [21] explained that an employee's level of effort, dedication, and creativity toward his or her work in an organization affected productivity and that these factors were also considered for their performance evaluation. Therefore, a critical assessment of the results of the performance review is very important because it not only predicts employee performance but may also highlight the need for incentives, training, development, and counseling for the employees.…”

Section: Performance Appraisalmentioning

confidence: 99%

Relationship between human resource management practices and employee’s job performance in selected private Health Care Sector, Selangor, Malaysia

Zainal,

Nazeranah Omar Din,

Munusami

2023

HRMS

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<p><span lang="EN-IE">Human resource management practices are crucial especially in the private health care sector. This could be because managing personnel in the health care sector is particularly challenging, therefore meeting every employee’s needs is crucial. Recently, the health care sector experiences a scarcity and unbalanced distribution of employees due to the job turnover. In addition, employee’s performance in private health care sector has shown slightly drop due to the dissatisfaction of employees toward human resource practices such as unattractive compensation and rewards packages, bias in performance appraisal, lack of training and development, and many more. Therefore, this study is conducted to examine the impact of human resource practices toward employee’s job performance. Specifically, there are three main human resource practices observed as a factor that contribute to employee’s job performance. The three human resource practices are compensation and benefits, performance appraisal, and training and development. There were four private hospitals operating in Selangor, Malaysia chosen as a sample for this study. The private hospitals are; KPJ Selangor Specialist Hospital, Columbia Asia Hospital Puchong, Assunta Hospital PJ and Sunway Medical Centre. Out of these four private hospitals, there were about 291 employees that working as front desk, nurses, clinical workers, and administration staff have been chosen as a respondent in this study. The questionnaires were distributed to the respondents by hand. The data collected analysed by using SPSS version 29. The findings indicate that employee’s job performance in Malaysia private hospitals is positively correlated with compensation and benefits. Employees feel motivated with compensation which encouraged them to increase their production and work more efficiently. Additionally, the findings also suggest that performance appraisal and training and development significantly contribute to employee’s job performance.</span></p>

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Section: Performance Appraisalmentioning

confidence: 99%

Relationship between human resource management practices and employee’s job performance in selected private Health Care Sector, Selangor, Malaysia

Zainal,

Nazeranah Omar Din,

Munusami

2023

HRMS

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“…Yeh et al (2020) defined this issue as the company's functional areas of coordination, collaboration, and integration. That is, how firms configure their strategies, business practices and procedures with the intention of obtaining cooperative processes, that allow them to satisfy customers' requests as well as interact with their suppliers (Aunyawong et al, 2020;Jones et al, 2023). Accordingly, the different functions of the firm should work and act as part of an internally integrated operation process (Flynn et al, 2010).…”

Section: Internal Dimension Of Scimentioning

confidence: 99%

“…IT is considered a valuable resource that helps firms achieve sustainable competitive advantages by improving relationships, easing information-sharing and establishing lasting cooperative business relationships in supply chains (Yu et al, 2021). Therefore, IT is well thought out as one of the firm's resources and enablers that provides a sustained competitive advantage in the marketplace if it does not act alone, since IT can simplify and assist the development of supply chain capabilities (Wiengarten et al, 2019), foster integration, and enhance performance (Di Vaio & Varriale, 2020;Jones et al, 2023;Kim, 2017).…”

Section: Information Technology (It)mentioning

confidence: 99%

“…Recent research has revisited the significance of IT-infrastructure as a key enabler of SCI (Atadeniz et al, 2021) and its particular relevance to internal integration in future research (Yu et al, 2021). IT may lead to superior performance of the firm and its parties upstream and downstream the supply chain, given its capability to offer reliable, accurate, and timely information (Di Vaio & Varriale, 2020;Hou, 2020;Jones et al, 2023;Kim, 2017). Thus, firms need an IT-department size to deal with several workforces to ease and enhance integrated information and internal procedures.…”

Section: Internal Integration and Key Internal Enablers: It Departmen...mentioning

confidence: 99%

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The Direct and Indirect Effects of Internal Enablers on Internal Integration and Business Performance

Ruzo-Sanmartín,

Abousamra,

Otero-Neira

et al. 2023

Journal of Business Economics and Management

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The present paper aims to assess both the direct as well as the indirect effects of internal enablers on internal integration and business performance in the supply chain. A full managerial comprehension of the connection between supply chain integration (SCI) and business performance is missing so far and earlier results are inconclusive. To fill this gap, this study expands the growing body of research on SCI and contributes to the SCM field by explaining the direct and indirect effects of internal enablers on internal integration and business performance. Results show that hierarchical organizational culture influences internal integration and supply chain performance, that top management support and information technology department size influence internal integration, and, finally, that supply chain performance impacts operational performance. These findings confirm the relevance for firms to pay attention to those key internal enablers of internal integration, and their benefits on business performance. Considering our results, future research should deepen on the influence of internal integration on business performance by focusing on the links between internal integration and the other dimensions of SCI, that is supplier and customer integration, as well as with the external side of the supply chain performance.

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“…A research paper by Jones et al (2024) investigates whether a proof of concept (PoC) intervention program could help develop performance management (PM) practices in manufacturing SMEs, with the long term goal of improving their productivity. Data for the study were gathered from a program involving 18 manufacturing SMEs, who were recruited through a collaborative partnership of academics, management consultants, an accountancy firm, and a commercial bank manager.…”

mentioning

confidence: 99%

Unlocking a productivity blueprint in the UK

2024

HRMID

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper aimed to investigate whether a proof of concept intervention could develop performance management practices in UK-based manufacturing SMEs to improve productivity. The results showed partial development of practices related to productivity measurement, process orientation, data analysis, and improvement prioritization, but less development in strategic productivity improvement. Depth of engagement within the SME, the level of independent action required, and feedback opportunities were identified as key mechanisms affecting practice development. Key insights for managers include the need for sustained, iterative interventions involving multiple employees, and balancing external guidance with independent action and feedback loops. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Developing SME performance management practices: interventions for improving productivity

Cited by 7 publications

References 86 publications

Relationship between human resource management practices and employee’s job performance in selected private Health Care Sector, Selangor, Malaysia

Relationship between human resource management practices and employee’s job performance in selected private Health Care Sector, Selangor, Malaysia

The Direct and Indirect Effects of Internal Enablers on Internal Integration and Business Performance

Unlocking a productivity blueprint in the UK

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