Implementing a new performance management system within a project‐based organization

Cheng, Mei‐I; Dainty, Andrew R.J.; Moore, David

doi:10.1108/17410400710717082

Cited by 46 publications

(48 citation statements)

References 50 publications

(74 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This highlights the importance of a productive employee-supervisor relationship and the provision of fair, regular and quality feedback, as these both affect and are affected by trust. Unfortunately, performance management is a tool that is not being used effectively for achieving productivity and performance gains in the APS, as demonstrated by ongoing reports that identify long-standing problems with the way performance is being managed (Blackman et al 2012;Cheng et al 2007;GAO 2004).…”

Section: Did You Receive Formal Individualmentioning

confidence: 99%

Performance management: Creating high performance, not high anxiety

Blackman

West²,

O’Flynn

et al. 2015

Managing Under Austerity, Delivering Under Pressure: Performance and Productivity in Public Service

View full text Add to dashboard Cite

Anxiety about the evaluation of performance in the Australian Public Service (APS) affects both supervisors and those being assessed. We will explore some of the reasons for this anxiety, how it affects these organisations and the gap between the ideal of performance management and the more complex reality of practice. Our research suggests that we need a substantial change in the way we think about performance management conceptually and the way in which it should be implemented across the APS.We believe that performance management systems could be reoriented to enable high performance across individual, group, organisation and system levels, rather than following a more typical focus on underperformance. The preoccupation with underperformance in practice has, we argue, contributed to performance management being used as a pejorative term-something that is 'done to me', something I am going to 'do' to people, which leads to higher levels of anxiety in both employees and managers (see Kahneman and Tversky 1979 in Alford

show abstract

Section: Did You Receive Formal Individualmentioning

confidence: 99%

Performance management: Creating high performance, not high anxiety

Blackman

West²,

O’Flynn

et al. 2015

Managing Under Austerity, Delivering Under Pressure: Performance and Productivity in Public Service

View full text Add to dashboard Cite

show abstract

“…Having developed their expertise in the traditional methods of construction, construction workers intend to resist in adapting themselves to such changes. Researchers assert that managers need to gain the approval of employees in order to enhance their participation in the change (Cheng et al, 2006). Lack of appreciation from managers deters workers from getting an objective idea of what is expected and accordingly, they cannot improve their competency.…”

Section: Discussionmentioning

confidence: 99%

Effects of skills, motivation, and personality traits on the competency of masons

Choudhry

Zafar

2017

IJSRECE

View full text Add to dashboard Cite

Abstract:Incompetency of masons is a problem because they execute many construction activities. This imparts the need to identify factors that affect the competency of masons on construction sites. Factors related to motivation, skills and personality traits are identified. A questionnaire instrument consisting of 15 factors related to the three categories was forwarded to masons on construction projects. Responses collected on a five-point Likert scale were analysed for relative importance index (RII), which was used as the basis for ranking the factors. 'Resistance to change', 'lack of appreciation', and 'lack of formal training' were identified as the first, second, and third most important factors affecting the competency of masons on construction projects. The impact of the category of motivation was found to be the highest on the competency of masons, followed by skills, and personality traits. These findings may be utilised as an assessment tool for determining the competency of masons and identifying areas that need improvements.Keywords: masons; competency; performance; skills; motivation; personality traits.Reference to this paper should be made as follows: Choudhry, R.M. and Zafar, B. (2017) has demonstrated a strong interest in improving the efficiency, productivity and safety of construction projects. He has published 81 papers in refereed journals and conferences.Bilal Zafar is a graduate student in the

show abstract

“…Accountability towards stakeholders can be demonstrated because of learning from experiences and documentation. Despite the challenges inherent in implementing change programmes, modern organizations need to respond more effectively to changing external and internal environments and organizational learning has become an important strategic focus (Cheng et al, 2006). Learning means learning from past experiences and appropriate performance indicators are an essential part of this.…”

Section: Towards a Performance Measurement Frameworkmentioning

confidence: 99%

Humanitarian supply chain performance management: a systematic literature review

Abidi

Leeuw

Klumpp

2014

Supply Chain Management: An International Journal

155

156

View full text Add to dashboard Cite

Structured Abstract:Purpose -The main purposes of this study are 1) to identify the state of the art of performance measurement and management in humanitarian supply chains, 2) to categorize performance measurement indicators in the five supply chain phases of Gunasekaran and Kobu (2007) and evaluate them based on the evaluation criteria of Caplice and Sheffi (1995), 3) to define gaps as well as challenges in this field and give insights for future research in this domain.Design/methodology/approach -A literature review has been conducted using a structured method based on Denyer and Tranfield (2009) and Rousseau et al. (2008). The state of the art on humanitarian supply chain performance management with a focus on measurement frameworks as well as indicators and their applications in practice is classified in three categories. The first category is the definition and measurement of success in humanitarian supply chains. The second category is managing performance, which focuses on describing and analyzing the actual practice of managing performance. The third category shows the challenges in performance management that humanitarian supply chain actors deal with.Findings -Findings reveal that performance measurement and management in humanitarian supply chains is still an open area of research, especially compared to the commercial supply chain sector. Furthermore, the research indicates that performance measurement and management in humanitarian supply chains has to be developed in support of the supply chain strategy. Based on the findings of the literature review on performance measurement and management in the commercial and humanitarian field, a first classification of 94 performance measurement indicators in humanitarian supply chains is presented. Furthermore, the paper shows key problems why performance measurement and management systems have not been widely developed and systematically implemented in humanitarian supply chains and are not part of the supply chain strategy. Third, we propose performance measurement guidelines that include input and output criteria. We develop a research agenda that focuses on four research questions for designing, deploying and disseminating performance measurement and management in humanitarian supply chains..Practical & social implications -The result helps the humanitarian supply chain community to conduct further research in this area and to develop performance measurement frameworks and indicators that suit humanitarian supply chains.Originality/value -It is the first systematic approach to categorize research output regarding performance measurement and management in humanitarian supply chains. The paper shows the state of the art in performance measurement and management in humanitarian supply chains and develops a research agenda.

show abstract

Implementing a new performance management system within a project‐based organization

Cited by 46 publications

References 50 publications

Performance management: Creating high performance, not high anxiety

Performance management: Creating high performance, not high anxiety

Effects of skills, motivation, and personality traits on the competency of masons

Humanitarian supply chain performance management: a systematic literature review

Contact Info

Product

Resources

About