MONIKA SINGH ( MBA-HRM)
Performance Management & Feedback
KEY PERFORMANCE INDICATOR AS A TYPE OF PERFORMANCE MEASUREMENT – ANALYSIS OF A CHOSEN ENTERPRISE( –Kamila Zelga 1990)
Abstract
Employees are the most important resource of every organization, and their work and commitment necessarily supported by appropriate motivation is the key to the success of a given business. Therefore, the question should be asked how to improve the quality of work, which translates into a considerable progress of both the organization and individual employee goals. Enhancing the efficiency of work and the involvement of employees in an organization is possible by translating the general policy objectives for specific sub-goals and operations of internal organisational units. An excellent way to implement the above-mentioned assumptions is to introduce the Key Performance Indicators (KPIs), which the level of bonus granted to the subordinates depends on. The aim of the research conducted for the purposes of this work is to analyze the KPI index as an important motivational tool at the surveyed production and trading company. The working hypothesis assumes that KPIs are the key performance indicators that support the company’s achievement of operational and strategic objectives, as well as affect positively the motivation of employees. The given aim is to be realized through an empirical questionnaire-based interview. As part of the chosen methodology, the free interview method was used with the HR specialist in the Świętokrzyskie Province, based on the prepared dispositions for the interview.
SUMMARY
In the era of the highly competitive environment in which today’s enterprises function, it seems inevitable to improve processes, continuous development and effective motivation of subordinates. Key Performance Indicators (KPIs) that are the subject of this work are of great importance in building the efficient and results-oriented organizational culture of the company. As a source of objective feedback on the work performed, KPIs affect positively the quality of performance of duties by employees and the level of their personal involvement. The controlling department, however, faces the challenges of proper supervising and documenting the objectives that determine the appropriateness of the relationship between the manager and the subordinates
Better Ends by SPC (_parker et al,. Kevin (March1992)
Abstract
A gaging fixture recently developed at the Crown Cork and Seal research facility in Oak Brook, IL, operates with microcomputer software to drastically cut the time needed to gage critical dimensions of container ends exiting a production press. Time needed for measurements was reduced from over an hour to just four minutes. As a result, container ends can be gaged with greater frequency. The gage operating and statistical process control (SPC) software also makes it possible to present operators with immediate feedback on press operation by means of easily understandable graphic displays. What’s gained is a tremendous amount of product information.”Knowing the score” means results immediately impact the production process. Crown Cork and Seal Co., a major US container manufacturer headquartered in Philadelphia, has over 60 plants in North America, as well as many overseas. Its products include two-piece cans for soft drinks and beer, three-piece cans for food or general line items, and aerosol containers. Crown’s total quality group includes three sections that oversee traditional quality assurance, total quality management, and statistical quality control efforts. Keith Mohr is one of Crown’s managers of total quality/SPC. Statistical process control is the application of statistical methods to determine the ability of a process to maintain quality and production levels.
SUMMARY
In March 1992, the Crown Cork and Seal research facility in Oak Brook, IL, introduced a gaging fixture with microcomputer software, drastically reducing the time needed to measure critical dimensions of container ends exiting production presses, from over an hour to just four minutes. This development allowed for more frequent gaging. The software also provided operators with instant feedback through graphics, enhancing the production process. Crown Cork and Seal, a major U.S. container manufacturer, adopted statistical process control (SPC) and computerized SPC in 30 plants, with 15 plants using Northwest Analytical’s Quality Analyst software, known for its user-friendliness and graphics, to create X-bar and R charts and process capability charts for quality control.
Supply Chain Management Strategies in the U.S. Motor Vehicle Industry (_Jeffrey Allen Rightmer ( 1932))
Abstract
Despite declining sales, American automakers and their suppliers employed 597,000 workers in 2009 with General Motors (GM), Ford and Chrysler employing 202,800 of those workers. The transplant automakers, BMW, Honda, Hyundai, Kia, Mazda, Mercedes, Nissan, Subaru, Toyota, and Volkswagen employed an additional 107,500 people in the United States (McAlinden, Menk, & Cooper, 2009). These employment levels make the automobile industry the largest manufacturing sector in the United States (U.S.). The automobile industry also has one of the largest employment multiplier effects in the U.S economy. Changes in the automotive industry, either growth or contraction, have a significant impact on the U.S. Gross Domestic Product (McAlinden, Menk, & Cooper, 2009). According to the Motor and Equipment Manufacturers Association (MEMA), for every one direct job in the automotive industry, there are an additional 4.8 indirect jobs created. A study done by the Center for Automotive Research (CAR) estimates that the failure of one of the Detroit 3 would cause a loss of 2.5 million jobs. The largest portion of the job loss, 1.4 million, would come from automotive suppliers and other sectors dependent on the automotive supply industry. The economic conditions of the last several years have changed the automobile industry. The domestic automakers, GM, Ford, and Chrysler, have made numerous adjustments to remain competitive (even though Chrysler is now owned by Italian automaker Fiat, they are referredto as a domestic automaker). One of the most important adjustments is placing greater responsibility on their suppliers for improving quality, 13 lowering costs, and designing parts and components (Klier & Rubenstein, 2008). As a result, strategies for managing supply chains have become significantly more important to the success of the Original Equipment Manufacturers (OEMs) and their suppliers. The study will explore the factors that affect the choice and structure of supply chain management strategies that define the terms and relationships for transactions between purchasers and suppliers in the automotive industry.
Research Questions and Hypotheses Specific research questions to be addressed include:
- Do market factors affect total transaction cost?
- Do technological factors affect total transaction cost?
- Does total transaction cost affect the selection of supplier management strategy in the U.S. automotive industry?
The hypotheses tested in the study are: 22 H1: Market factors have a statistically significant (95%) impact on transaction costs. H2: Technological factors have a statistically significant (95%) impact on transaction costs. H3:
Total transaction cost has a statistically significant (95%) impact on supply chain management strategies in the U. S. automotive industry
SUMMARY
This study expands on existing knowledge about supply chain management in the automotive industry. Previous research indicates that implementing supply chain management strategies leads to improved performance, including inventory turnover, reduced levels, increased quality, and meeting pricing targets. Recent findings show that short-term gains often take precedence, particularly among purchasers, discouraging long-term performance improvement practices. Tier 1 suppliers tend to employ collaborative supplier management, leading to greater loyalty and supplier confidence. The study investigates how market and technological factors impact transaction costs and supply chain strategies. It reveals that rising market and technological factors increase total transaction costs, shifting strategies from arms-length to SCM, primarily driven by risks rather than costs.The study’s outcomes gave rise to a Supply Chain Strategy Planning Model, aiding automotive supply chain professionals in developing effective SCM strategies critical for success in the competitive global automotive industry.
Feeding back of individual genetic results in Botswana: mapping opportunities and challenges (-Mary Kasule 1981)
Abstract
The quantity of genomic data generated about research participants in African populations by initiatives such as the Human, Health and Heredity in Africa (H3Africa) is rapidly increasing A deeper understanding of this data could arguably benefit research participants when translated into health care interventions . This could translate into a strong argument to afford research participants the opportunity to receive at least some of their individual findings. Yet few studies have analyzed what genomic research professionals in Botswana and Africa more broadly think about this issue and what they are doing to address it . Therefore, questions about whether and which results ought to be fed back in genomics research have become an area of growing concern on the African continent. The emerging consensus from international as well as H3Africa guidelines is that at least some findings in genetic research must be returned to individual donors if they wish, especially those that satisfy the standard actionability. “Actionability” pertains to the presence of an intervention to prevent, treat or improve the condition predicted or signalled by an incidental finding. However, this actionability only exists if appropriate resources are available. Yet there are unique considerations around actionability when genomics research takes place in lower or middle-income countries where healthcare systems may be severely under-resourced and where research participants are often unable to afford private healthcare. In that setting, what results are to count as actionable is not always clear.
SUMMARY
The exponential growth in genomic data generated through initiatives like H3Africa in African populations raises questions about whether and how research participants should receive their individual findings. This is an area of growing concern in Africa. While international and H3Africa guidelines suggest returning some findings to donors, especially those with actionable implications, actionability is contingent on available resources. Unique challenges arise in lower and middle-income countries with under-resourced healthcare systems and participants unable to afford private healthcare, making it unclear what results should be considered actionable in such contexts.
Importance–Performance Analysis (IPA) to Improve Golf Club Management: The Gap between Users and Managers’ Perceptions
-Serrano et al.,-gomez (2023)
Abstract
The Importance–Performance Analysis (IPA), originating from Martilla and James, is a very useful method to determine the factors to be studied as a matter of priority. The IPA grid, derived from the analysis of the dimensions of importance and performance, can identify areas that need improvement or with excess resources the dimensions of importance and performance, can identify areas that need improvement or with excess resources. The position of each attribute in the quadrant will depend on their average scores in the importance and assessment variables, where “Importance (I)” would reflect the relative value placed on the service, and “Performance (P)” the perception of the performance of a service . Each of the quadrants of the graph is associated with a recommendation regarding the actions to be taken with each attribute. The Focus here quadrant constitutes the weak points of the service and main areas for improvement, bringing together all those attributes that are important but are not well valued. Keeping up the good work is a strong point of the service, so it does not require corrective actions by the organization, concentrating on the important and highly valued attributes. Low priority is an attribute with low importance and low valuation, so it is not necessary to pay much attention since it does not decisively influence the customer’s evaluation. Possible waste of resources gathers well-valued items, but they are hardly important to them; in this way, it is possible that too many resources are being dedicated to it.
SUMMARY
The Importance-Performance Analysis (IPA) method, developed by Martilla and James, helps prioritize factors for study. It assesses the importance and performance of various attributes to identify areas needing improvement or those with excess resources. Each attribute’s position in a quadrant provides recommendations:
- “Focus here” highlights areas important but not well-valued, needing improvement.
- “Keeping up the good work” indicates highly valued, well-performing attributes.
- “Low priority” attributes are of low importance and value, needing minimal attention.
- “Possible waste of resources” involves well-valued, less important attributes, suggesting potential resource allocation issues.
This method guides organizations in efficient service improvement and resource allocation.
Impact of E-Commerce Applications on Non- Financial Peformance of Selected Online Retail Enterprises in Lagos State, Nigeria (- ONIKOYI ( 2022))
Abstract
Organizations adopt various means of measuring their corporate performance at regular intervals in order to make informed decisions that will benefit the enterprise and stakeholders. These measures of performance can take the form of quantitative mechanisms such as profitability, market share, liquidity etc. or qualitative measures which could encompass the level of the organizations effectiveness, efficiency, sustainability, etc. In this wise, these qualitative measures otherwise known as non-financial organizational performance measures are of different categories, however, the variables that are of utmost priority to this research work are ‘customer- centric in nature’ as they deal directly with the buyers of the products of online retail enterprises under study. Such variables are: customers’ satisfaction, customers’ loyalty and quality of service delivery are all influenced by ecommerce application variables (Ayoola & Ibrahim, 2020; Fenuga & Oladejo, 2018; Okolo et al., 2018; Pembi, 2016). Information and Communication Technology (ICT) is one among the foremost important opportunities for facilitating and maintaining competitive enhancement in businesses worldwide (Amir & Behroz, 2018). E-commerce is one of the essential innovations of ICT and therefore the results of this technology have being an appropriate opportunity for various enterprises in their domestic and international exchanges (Huo et al. 2015; Amir & Behroz, 2018). E-commerce includes a variety of activities such as the electronic exchange of goods and services, digital requests for prompt delivery, money e-transfer, stock e-exchange, e-bills of lading, business strategies, marketing, and after-sales services (Amir, & Behroz, 2018). It entails conducting all business and personal transactions in a totally electronic environment, with all or parts of those transactions taking place over computer networks such as the internet.
SUMMARY
Organizations frequently evaluate their corporate performance through a combination of quantitative and qualitative measures. Quantitative metrics include profitability, market share, and liquidity, while qualitative measures encompass effectiveness, efficiency, and sustainability. In this study, the focus is on non-financial organizational performance measures, particularly those related to customer-centric variables. These variables, including customer satisfaction, loyalty, and service quality, are influenced by the application of e-commerce technologies. Information and Communication Technology (ICT) is recognized as a vital enabler of competitive advantages for businesses. E-commerce, a significant innovation within ICT, has transformed domestic and international trade. E-commerce encompasses various activities, including digital exchanges of goods and services, online payments, stock trading, and marketing. It involves conducting transactions entirely in the electronic realm, often facilitated through computer networks such as the internet.
Influence of Transformational Leadership on Organizational Citizenship Behavior and Organizational Task Performance Cross Level Analysis on Micro Small and Medium Enterprises in Indonesia (-Rino,Syahrizal (March 2023)
Abstract
The covid 19 pandemic as of July 10, 2022,the number of positive cases of the covid 19 virus in Indonesia was 6,108,729 people with a fatality number was 156,785 people and the number of people who had recovered was 5,932,089 .The policies taken by many countries in the world, including Indonesia by restricting various activities, are increasingly putting pressure on the economy, especially in the tourism, transportation, trade, health and MSME sectors. MSMEs, one of an economic sector, are seriously affected. Many MSMEs cannot survive, so it will disrupt the national economy. Therefore, MSMEs must be able to see the other side of this pandemic as an opportunity. This can be done if MSMEs are able to manage existing human resources, one of which is by developing organizational citizen behavior (OCB) so that they are able to find opportunities, capture ideas to survive in the pandemic era. OCB is a form of individual discretionary unique behavior that affects the work performance of individuals, groups/teams and organizations[3]-[12].. Therefore, OCB is a form of organizational behavior that needs to be developed, cultivated within the scope of business organizations, especially in this pandemic era. Organizational citizenship behavior (OCB) has interest researchers within the last 30 years[However, at approximately 74 years ago, the extra role individual behavior had grabbed the attention of researchers concerning organizational success.
SUMMARY
As of July 10, 2022, Indonesia reported significant COVID-19 statistics. The pandemic has imposed economic pressures globally, including Indonesia, affecting sectors such as tourism, transportation, trade, health, and Micro, Small, and Medium Enterprises (MSMEs). MSMEs, in particular, face challenges, and their survival is critical for the national economy. To navigate this situation, MSMEs must view the pandemic as an opportunity for growth. Managing human resources, including fostering Organizational Citizen Behavior (OCB), is vital for success. OCB positively influences individual, group, and organizational performance. Developing OCB during these challenging times is essential for organizational success. OCB has gained attention over the last 30 years and is crucial for success during the pandemic.
When Negative Feedback Works: Exploring the Influence of Organizational Structures in Positive Outcomes from Negative Feedback
-Sempel, Floren Lee( 2019)
Abstract
Working people say they want information about how they are doing on the job. This feedback can be actively sought or passively received. It can originate in a formal annual review or a 360° developmental program. It can occur informally during a supervisory oneon-one or on the fly with a peer. Knowing how one performs, having knowledge of results, is fundamental to progressive goal achievement (London, 2003), and essential to professional development (Boswell & Boudreau, 2000). Workplace feedback is commonly categorized as either positive or negative. Mention negative feedback and, depending on the audience, the conversation can quickly turn to an account about a heartless boss, incapable employee, or thoughtless colleague. Everyone has a story of workplace feedback gone awry; maybe not the horrific experience of someone going postal but certainly angry door slamming or bathroom tears. There are regular calls to eliminate the annual performance review (May, 2015; Pulakos, Mueller-Hanson, & Arad, 2019) and proposals for new feedback approaches like problem-solving models (Maier, 1976) and strength-based systems (Bouskila-Yam & Kluger, 2011). Despite professed regard for feedback, our stories point to an underlying ambivalence toward this fundamental resource. Regardless what people say about valuing feedback, what they really mean is that they want to deal with feedback as long as it is positive (Cleveland, Lim, & Murphy, 2007). A substantial portion of my 30-year career in human resources has involved issues related to the failure of negative feedback. Countless hours have been engaged in coaching managers, calming subordinates, facilitating conversations, and running interference.
SUMMARY
Feedback in the workplace is essential for employees to gauge their performance and facilitate professional development. It can be actively sought or passively received, formal or informal. Feedback is often categorized as positive or negative, and negative feedback can be a source of discomfort. There are ongoing calls to replace traditional annual performance reviews with alternative feedback approaches. While employees claim to value feedback, they often prefer it when it is positive. This discrepancy highlights a deep-seated ambivalence toward negative feedback. The author’s extensive experience in human resources has involved addressing issues related to the challenges of delivering negative feedback, necessitating coaching, mediation, and intervention.
Artificial Intelligence: A Next-Level Approach in Confronting the COVID-19 Pandemic (Mahalaxmi et al.,Balobaid)
Abstract
The pandemic emerged from Wuhan city, Hubei province in China. It was colloquially known as coronavirus and later named SARS-CoV-2, which caused the disease COVID-19, reported by the World Health Organization (WHO) at the end of 2019 [1]. Since the first case was reported in Thailand, away from mainland China on 13 January 2020, in a short time COVID-19 cases reached various countries and made governments helpless against an invisible enemy. The WHO estimated that 4291 people’s lives were lost with an alarming level of spreading and severity of positive cases of up to 118,000 in 114 counties until 11 March 2020, when with a deep assessment, the WHO declared COVID-19 as a pandemic. As of 14 November 2022, 631 million positive cases have been identified with 6.58 million deaths recorded to date, along with 12.8 billion doses of vaccines administered globally [3]. COVID-19 management has become a key factor in various countries, such as the United States of America, China, the United Kingdom, Italy, France, Germany, Russia, India, Brazil, etc. COVID-19 infected enormous numbers of people in the United States of America, France, Germany, India, Turkey, Italy, Spain, and the United Kingdom. A global heat map image exhibits the cumulative cases globally to date and cases recorded in the past seven days Hence, it is worth thinking about what brought on the pandemic. Humans have experienced much from the previous outbreaks that occurred in the past century, such as the bubonic plague in the 14th century, which killed nearly 50 million and lasted up to 5 years [4]; the Spanish flu outbreak in World War I, which killed 50–100 million [5]; and so on. However, the recent pandemics of SARS, MERS, and COVID-19 in 2003, 2012, and 2019 were caused by viruses belonging to the coronavirus family, and have more similarities in their modes of infection. The uniqueness of COVID-19 is its rapid spreading, which is human-to-human transmission, and nearly 20% of infected people are symptomless and spread the infection as carriers known as “super-spreaders” According to recent findings, immunocompromised people, elderly people, patients with cancer, diabetes mellitus, heart diseases, and HIV/AIDS patients are much more susceptible to COVID-19
SUMMARY
The COVID-19 pandemic originated in Wuhan, China, caused by the SARS-CoV-2 virus and declared a pandemic by the World Health Organization (WHO) in March 2020. Since its emergence, it has spread worldwide, resulting in millions of cases and deaths. The management of COVID-19 has become a global challenge, affecting numerous countries. The pandemic has parallels with historical outbreaks, but its rapid human-to-human transmission and the presence of asymptomatic carriers have posed unique challenges. Vulnerable populations, such as the elderly and those with underlying health conditions, are at higher risk of severe illness. The pandemic’s origins and its impact on global health raise important questions for further exploration.
PERFORMANCE APPRAISAL PROCESS, JOB SATISFACTION, AND JOB PERFORMANCE: CASE STUDY OF EMPLOYEE PERCEPTIONS OF FAIRNESS
(- Genevieve Royes 1993)
Abstact
Despite the fact that performance appraisals are widely used, researchers have noted that the appraisal process is flawed and may not be beneficial as a measurement tool for the organization and the individual (S. Kumari, 2012). Juncaj (2002) and Baker (2013) reported that many managers doubt the relevance of the performance appraisal and other researchers have suggested that the appraisal process should be eliminated (Coens & Jenkins, 2000; Kellaway, 2010). Additionally, Schraeder, Becton, and Portis (2007) found that despite the wide usage of the performance appraisal process, there is doubt of its effectiveness. They further asserted that performance appraisals can have a negative impact on the organization if the appraisal process is not properly administered. Overall, the performance appraisal process, regardless of popularity, may have limited effectiveness as a human resource tool. One concern regarding performance appraisals is that there is a lack of trust due to a fear of bias and inequitable treatment in the appraisal process. Employees may not believe in their supervisor’s ability to be objective when they are assigning a performance rating (Appelbaum, Roy, & Gilliland, 2011; Nickols, 2007). Nickols (2007) suggested that the performance appraisal process fosters distrust in management and can lead to what is known as malicious compliance. Malicious compliance is a passive-aggressive position that employees take by saying to their supervisor that they should just tell them what they would like done and the employees will do it (Nickols, 2007). This type of 2 attitude may impede working relations with the supervisor by not fostering trust and may also limit employee performance.
SUMMARY
Performance appraisals, despite their widespread use, have been criticized for their flaws and limited benefits as measurement tools for both organizations and individuals. Many managers doubt their relevance, and some researchers have even suggested eliminating the appraisal process altogether. Doubts about the effectiveness of performance appraisals persist, and improper administration can lead to negative impacts on organizations.A major concern with performance appraisals is the lack of trust due to fears of bias and unfair treatment. Employees may doubt their supervisor’s objectivity when assigning performance ratings, fostering distrust and potentially leading to a passive-aggressive attitude known as “malicious compliance.” This attitude can hinder working relationships and limit employee performance.
CONCLUSION
In conclusion, the diverse array of topics discussed highlights the complexity and multifaceted nature of contemporary issues in various domains. From the significance of Key Performance Indicators (KPIs) in fostering an efficient organizational culture to the challenges and benefits of supply chain management in the automotive industry, it’s clear that effective management and feedback mechanisms are crucial for success. The implications of the COVID-19 pandemic underscore the global impact of health crises and the importance of adaptability and resilience. Additionally, the need for constructive feedback in the workplace, although widely acknowledged, often reveals a preference for positivity, shedding light on the challenges of delivering and receiving negative feedback. In a rapidly evolving world, these insights and considerations play a pivotal role in shaping organizational strategies, healthcare approaches, and individual behaviors.
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