Performance management in international human resource management: Evidence from the CEE region

Slavić, Аgneš; Berber, Nemanja; Leković, Bojan

doi:10.5937/sjm9-4678

Cited by 19 publications

(14 citation statements)

References 23 publications

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“…If the organization is able to execute on recruitment, retention and retirement, there will be an increase in employee morale and an increased in organizational goal achievement. 26 These results are similar to those of Slavić et al, 9 who found that the PM process is highly correlated with HRM. If an organization has an effective HRM process, it should have a positive influence on PM.…”

Section: Discussionsupporting

confidence: 88%

“…24 Third, retirement includes retirement, dismissal, contract termination and assistance in acquiring a new job. 25 Maley 8 and Slavić et al 9 stated that efficient HRM can lead to successful PM. Additionally, Raj Adhikari 26 concluded that HRM and HRD are closely related to PM.…”

Section: Human Resource Managementmentioning

confidence: 99%

“…Based on the findings of Maley 8 and Slavić et al, 9 it is claimed that the HRM of multinational firms significantly influences PM, but few researchers have studied the correlational effect between HRM and PM. 8,9 The research on HRM focuses mainly on the systematic processes of international companies and large organizations. In other words, previous studies have not focused on local organizations and small and medium enterprises (SMEs); however, this study contributes to the research on the effect of HRM on PM by addressing these issues.…”

Section: Introductionmentioning

confidence: 99%

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Performance management in SME high-growth sectors and high-impact sectors in Thailand

Na-Nan

Chaiprasit

Pukkeeree

2017

International Journal of Engineering Business Management

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Performance management (PM) plays a vital role in the successful operation of an organization. It is essential for organizations to understand the correlations between factors, problems and solutions to enhance the efficiency of PM. Mixed method research is applied, including explanatory sequential design (Quan ! Qual). By analysing findings and interviews from a cluster of small and medium enterprise (SME) high-growth sectors and high-impact sectors based on descriptive and inferential statistics, the PM finding is that these two SMEs are not different. Moreover, the factors that influence PM are recruitment, retention and retirement. Regarding PM problems, the key factors are a lack of employee participation, unclear goals, unfair evaluations, ineffectual communication and ineffective application of evaluations to improve PM. Therefore, related private and government organizations should enhance their knowledge and understanding of problemsolving procedures by attending trainings or discussing these topics with experts to raise their awareness of PM and to learn how to resolve related issues, particularly factors that directly influence PM, to ensure progress in their performance.

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Section: Discussionsupporting

confidence: 88%

Section: Human Resource Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Performance management in SME high-growth sectors and high-impact sectors in Thailand

Na-Nan

Chaiprasit

Pukkeeree

2017

International Journal of Engineering Business Management

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“…For the purpose of this study, the authors used data obtained during CRANET project (www.cranet.org) in the period 2008/2010. CRANET data and methodology were used in several HRM studies in the past related to performance management (Slavić, et al, 2014;Gurkov et al, 2012) The authors used several statistical techniques to explore variables. For the exploration of the upward and downward communication, and direct and indirect communication, we used descriptive techniques.…”

Section: Methodsmentioning

confidence: 99%

10.5937/industrija42-6312 = The relationship between communication practice and organizational performances in organizations from Europe

Leković¹,

Berber²

2014

Industrija

Self Cite

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The basic goal of the research in this paper was to explore the differences between private organizations in Europe regarding their organizational performances in the context of the existence and development of communication practices. The subject of the research was the analysis of communication practice and organizational performances in private organizations in 25 European countries. The methodology of the research included the exploration of the sample from the CRANET, an international human resource management (HRM) project in the period 2008-2010. The authors used statistical techniques to prove established hypotheses: descriptive statistics, chi square and t-test. The findings of the research pointed to the statistically significant differences between private companies that inform their employees about business strategy, financial results and organization of work regarding organizational performances. Also, there were presented trends of the usage of different communication techniques in countries of Europe. Private firms in Europe usually perform direct "upward" and verbal communication between managers and employees. Regarding the internalization of the business, authors found that companies operating mainly on international market usually inform their employees about strategy, finances and organization of work more than companies operating on local market.

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“…Performance management has been understood in many organizations long ago narrowly as assessing the performance despite the fact that the performance management is a broader and more comprehensive process than just evaluating the performance of the employees; it is represented as a pattern of supervision, which includes all kinds of ties connecting the manager with his employees and enables him managing all activities that lead to achieving the desired results within the organization (Reddy, 2011). Slavić, Berber, and Leković (2014) defined managing the employees' performance as: "The process by which the level of efficiency and effectiveness in achieving activities is determined in order to compare the results that have been achieved with the specific expectations in advance, and guide and improve the decision-making process in the light of the results of the comparison process." Andrews (2014) defined the performance management as a "set of strategies, policies and mechanisms aimed at directing the attention of managers and staff towards improving the organizational performance."…”

Section: Employees' Performance Management Processmentioning

confidence: 99%

The Impact of the Administrative Empowerment on the Employees Performance Management Process

Albdareen

2020

International Journal of Asian Social Science

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This study aimed to examine the impact of the administrative empowerment on the employees' performance management process at Jadara University. To achieve the objectives of the study, the researcher developed a questionnaire that was distributed to all employees in three managerial levels (high, middle, and low) totaling (56) male and female employees; there were (53) recovered questionnaires which were valid for statistical analysis, a descriptive statistical methods, correlation coefficient, and simple regression were used to answer the questions of the study, and test its hypotheses. The study concluded that the level of practicing the administrative empowerment, and the process of performance management of employees at Jadara University was moderate and it also found that there were a significant impact for the administrative empowerment on the employees' performance management process in its dimensions represented in: (setting expectations of the employees' performance, supervising progress in the employees' performance, assessing of employees' performance, providing of feedback for employees, and setting of plans to develop the performance of the employees); the study set a number of recommendations, most notably are: increasing care in the level of empowerment granted to the employees by managers at Jadara University and pay more attention to the process of performance management of employees. Contribution/ Originality: This study contributes to existing literature by examining the impact of the administrative empowerment on the employees' performance management process at Jadara University.

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Performance management in international human resource management: Evidence from the CEE region

Cited by 19 publications

References 23 publications

Performance management in SME high-growth sectors and high-impact sectors in Thailand

Performance management in SME high-growth sectors and high-impact sectors in Thailand

10.5937/industrija42-6312 = The relationship between communication practice and organizational performances in organizations from Europe

The Impact of the Administrative Empowerment on the Employees Performance Management Process

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