Performance Management

Asserts and explores the claim that further headway in substantive wide-scale learning organization development is seriously jeopardised unless individual organizations objectively measure their progress. In part 1 a new evaluative standpoint grounded in``New Science'' is suggested, and foundations for two non-traditional discriminant approaches based on this standpoint are discussed. The potential to link such assessments to business performance is evaluated. In part 2, applications of these two approaches in organizational settings are reviewed.

Kemp, A., Bowman, A., Blom, B., Visser, C., Bergoer, D., Fullard, D., Moses, G., Brown, S., Bornman, J. & Bruwer, J-P. 2015. The usefulness of cash budgets in micro, very small and small retail enterprises operating in the Cape Metropolis. Expert Journal of Business and Management, 3(1): pp. 1-12

The concept of Small Medium and Micro Enterprises (SMMEs) were introduced by the South African government by way of the Small Business Act No. 102 of 1996. Here SMMEs are defined as small business entities that are managed by one or more owner(s) while operating in any sector or sub-sector of the national economy. The main roles of SMMEs are to alleviate poverty, reduce unemployment and uplift the South African economy. South African SMMEs are responsible for employing more than half of the national workforce and are believed to contribute up to 34.8% towards the national Gross Domestic Product. Unfortunately an estimated 80% of South African SMMEs fail within their first 5 years of existence; particularly due to the realisation of micro economics factors and macro economic factors. Included in micro economics factors which influence SMMEs is the utilisation of formal financial performance measures. For this research study the main objective of this paper was to establish the extent to which cash budgets (a formal financial performance measure) assist SMME leaders to make sound business decisions in the Cape Metropolis. The study was descriptive in nature and quantitative research methods were used to collect data from 51 SMME leaders. All respondents had to adhere to a set of pre-determined delineation criteria. From the analysed data it is evident that SMME leaders (managers and/or owners) regard cash budgets as important to make sound business decisions however, respondents made limited use thereof.

This paper is a personal account of the author's involvement with management control research over the past 35 years. The development of management control as a research area is briefly reviewed, culminating with its transition into performance management. However, the basic issues involved have remained remarkably unchanged over this period, as is illustrated by a number of anecdotes and examples. Some suggestions are made concerning potential topics for future research, together with some final comments on appropriate research methods.

The ineffective governance, irresponsible management, and poor company performance will ‎continue ‎to ‎ravage the businesses, shareholders, employees, and the society, where the ‎perpetrators go free, careers come to a halt, ‎shareholders ‎lose money, suppliers are out of ‎business, and employees struggle to make ends meet. However, running an organization in today’s world is becoming quite a complicated endeavor. When ‎managers reach out to gain theoretical or practical advice they quickly realize that the sum total of available ‎knowledge is fragmented, narrowly relevant or mostly impractical. ‎Thereore, there is a need for a profoundly simple, coherent, and all-encompassing advice

Since New Labour came to power in the UK in 1997, there has been a drive to improve the effectiveness of public services through the use of private sector principles. From, the Modernising Government White Paper to the development of the Public Services Productivity Panel who, produced a raft of White Papers tackling health, social services, welfare and criminal justice. This paper, through the analysis of two studies, will reflect on some of the general literature on public sector performance management and the findings and recommendations of the Public Services Productivity Panel in order to attempt to answer whether performance management in the public sector is currently fact or fiction? In other words the paper will aim to develop and answer, to a certain extent, if it really possible to raise productivity and performance within public sector organisations through developing performance management systems based on private sector experience.

Purpose -The purpose of this paper is to examine the impact of human resource management (HRM) practices on organizational performance. Design/methodology/approach -A total of 300 employees from a public university comprising of both academicians and support staff responded to the survey. The survey questionnaire had 46 items covering selected HRM practices and university performance. Findings -The study has found that human resource practices: recruitment, training, performance appraisal, career planning, employee participation, job definition and compensation have a significant relationship with university performance.

Today's organizations are functioning in a very much dynamic, viable and competitive environment. To sustain in the market, all have must respond quickly to changing customer demands and other factors. To be success they have two main objectives to achieve. They are retaining suitable persons while going on right track.

The economic performance of countries can be compared with various methods and the results obtained from these comparisons are accepted as the economic levels of the countries covering certain periods. Since the ranking or comparison of countries according to their economic performances can be made according to many criteria, mathematical methods are needed in which all criteria are taken into consideration in such performance measurements. Multi-criteria decision-making (MCDM) methods have the ability to alternate sorting, to choose and classify alternatives with the results frequently used and obtained in such comparisons. They are widely used in economic comparisons, in decision problems where many alternatives and criteria are evaluated. Promethee method, which is one of the newest MCDM methods developed to select the best alternative within the framework of determined criteria, is one of the most effective and easiest methods for solving such problems. In the study, 10 EU countries, Turkey and the intended method of measuring the economic performance of Promethee 2018, five key economic criteria were used in this measurement. Determining the performance level of the countries covered in the study, Turkey's uncovering of inadequacy or superiority of some in comparison with EU countries is very important in the sense. According to the Promethee I partial ranking results obtained from the study; Luxembourg has a more dominant and partial priority than other countries. According to the Slovakia-Ireland Likewise, it is more prevalent than Turkey and the Nether-lands. According to the ranking of the provinces that showed clear superiority in the full rankings of Promethee II; While the weight of Luxembourg is positive, the weight of Slovakia is negative. Luxembourg ranks first among the countries covered by the analysis, having the highest net Phi value. These countries respectively, and Latvia are to follow. The Quality value, which represents the quality of the Promethee GAIA measurement, was calculated as 86% for this study.

Lesson observations are one of the most hotly contested interventions to affect teachers over the last two decades. Yet surprisingly there has been very little empirical research carried out on this important area of practice. This talk draws on findings from the largest and most extensive research study in the English education system to date into the use and impact of lesson observation on the professional lives of staff working in the Further Education (FE) sector. In discussing the impact of differing models of observation on improvements in teaching and learning and teachers’ work, the views of thousands of FE staff working in a wide range of contexts and institutions will be explored.  As a starting point, the talk will seek to address the following questions:

•What do we know about current approaches to lesson observation?
•How have we got to where we are now?
•What do FE practitioners think about current approaches to lesson observation?
•How might the education sector as a whole make best use of this important intervention in the future?
•What needs to change in order for this to happen?

A central component of the primary health care approach in developing countries has been the development and utilization of community-based health workers (CHWs) within the national health system. While the use of these front line workers has the potential to positively influence health behavior and health status in rural communities, there continues to be challenges to effective implementation of CHW programs. Reports of high turnover rates, absenteeism, poor quality of work, and low morale among CHWs have often been associated with weak organizational and managerial capacity of government health systems. However, no systematic research has examined the contribution of work-related factors to CHW job performance. The research reported in this paper examines the relative influence of reward and feedback factors associated with the community compared to those associated with the health system on the performance of CHWs. The data are drawn from a broader study of health promoters (CHW...

The organisation has clearly defined business goals, purpose and strategy. 4.2 Employees believe in the organisation's goals, purpose and strategy. 4.3 Each unit or team has a compelling vision of how they add value to the whole organisation, and clear plans for doing so. 4.4 Employees have full and up-to-date descriptions of their role. 4.5 Employees engage actively in all stages of the PMS process as it relates to them. 4.6 Managers engage actively with their staff/employees in planning, aligning, monitoring, sharing feedback on, and appraising their performance. 4.7 Managers ensure that expectations of their staff/employees are challenging and equitable; taking due account of roles, abilities and opportunities. 4.8 Managers ensure that their subordinates ensure equitable standards of expectations and assessment in and across their areas. 4.9 Employees and their managers are prompted and reminded about task/output objective-setting to ensure that it happens in a timely manner. 4.10 Managers' work with staff/employees to define and/or sign-off their task/output objectives; aiming for agreement and 'buy-in' whenever possible. 4.11 Employees' objectives in their team add up to at least the expectations of the team as a whole. 4.12 Employees' objectives adequately reflect the expectations of Boitumelo Joyce Dube: 511977 xiv those with whom they work/team needs. 4.13 It is possible to trace all employees' contributions to higher-level organisational goals. 4.14 Employees have ready access to the latest objectives of colleagues, superiors, and the teams to which they contribute. 4.15 Employees know which competencies they need to capitalise on and which they need to acquire or develop further. 4.16 Employees know what they need to do to progress into other higher roles. 4.17 Employees are aware of the range of development options and resources available to them. 4.18 Employees are positively committed to clear, focused, appropriate and practical individual development plans. 4.19 Managers and their staff/employees regularly discuss and share responsibility for personal development planning. 4.20 Employees use their objectives to guide work priorities daily 4.21 Employees, discuss performance openly and in a timely manner with those they serve and with their own managers. 4.22 Employees make adequate ongoing notes of achievements, behaviour, etc., to form evidence to support later assessments. 4.23 Shortfalls and highlights in performance are detected and are promptly discussed / acted upon. 4.24 Employees are trained to take notice of, and work with feedback of all types. 4.25 There are mechanisms for employees to request/provide systematic and structured feedback from/to one another. 4.26 Managers provide their staff/employees with prompt, specific and evidenced performance feedback. Boitumelo Joyce Dube: 511977 xv 4.27 Employees are recognised and valued for providing and receiving constructive feedback. 4.28 Managers regularly provide coaching to their reports to help employees to develop their knowledge and skills. 4.29 Performance reviews are constructive and focus on future improvement, not past failures or blame-mistakes are used as learning opportunities. 4.30 Knowledge, experience, and understanding are freely shared among team members and between teams and departments. 4.31 Multiple informed perspectives are sought as input to assessments. 4.32 Managers make regular assessments of staff/employees' achievements, competency and development; and discuss these with them. 4.33 The link between performance and recognition & rewards is clear to all employees. 4.34 Poor performance and inappropriate behaviour are not tolerated. 4.35 Emphasis is placed on employee development and employees are helped to improve current skills and acquire new skills in order to be competitively sustainable. 4.36 Managers regularly discuss employee work plans or performance agreements. 4.37 PMS is implemented in the organisation in accordance with specified guidelines. 4.38 My manager makes objective decisions about my performance, based on factual information. 4.39 There is too much emphasis under PMS on assessment and not enough of emphasises on my future career development.

In many call centers, agents are trained to handle all arriving calls but exhibit very different performance for the same call type, where performance is defined by the average call handling time (AHT) and the call resolution probability (RP). In this paper, we explore ...

Uma equipe de alta performance deve ter um líder inspirador, que além de defender a causa e ter apreço pelo desafio, transpire uma insatisfação pessoal constante.

Não veja esse líder como alguém perfeccionista e que se apegue a detalhes às vezes que não são importantes ou relevantes a causa.

Mas, alguém com uma insatisfação relacionada a não estar conformado com os resultados que foram obtidos, vislumbrando sempre possibilidades de melhoria.

The purpose of this exploratory study is to measure and compare the performance of Portuguese secondary schools. Some data on the schools was collected via an electronic questionnaire sent to 103 secondary schools of the Centre Region of Portugal; other needed data was available through the Centre Regional Education Authority. Of the 33 schools that participated in the study, there was complete data for 29. We first use a non-parametric technique, data envelopment analysis, to assess the sample of schools. Then we compare the results obtained with some preliminary results of a national evaluation programme of schools.

Future applications need new computer systems with new properties pursued. Our presentation for ICT-2014 even initiated by EC in Florence address this. We are planning to submit this project in April 2015 for ICT call. Those who want to be part of the future - you are welcome!

The focus of this paper is on the management and governance of education at provincial level-specifically on efforts to introduce performance management into education by the Western Cape Education Department (WCED), and their impact. Post-1994 the WCED inherited a bureaucracy that was well placed to manage the province's large public education system. Subsequently, irrespective of which political party has been in power, the WCED consistently has sought to implement performance management. This paper explores to what extent determined, top-down efforts, led by the public sector, can improve dismal educational performance. The paper concludes that the WCED is (and long has been) a relatively well-run public bureaucracy. However, the sustained, determined efforts to strengthen the operation of the WCED's bureaucracy have not translated into systematic improvements in schools in poorer areas. One possible implication is that efforts to strengthen hierarchy might usefully be complemented with additional effort to support more horizontal, peer-to-peer governance at the school level.

Negative employee perceptions of performance management are pervasive throughout the public sector. Whether institutional or individual performance management is referred to, issues pertaining to coordination, integration and communication – all related to management functions – seem to be indicative of performance management. The article explores the management challenges in ensuring alignment between individual and institutional performance indicators, as is evident through the case study of the Overstrand Local Municipality. Qualitative research, specifically the case study design, was used and data collected through a document review and unstructured interviews with senior managers. The findings highlight the inability of management to ensure alignment which is apparent from the negative perceptions of employees to both individual and institutional performance management. Recommendations based upon best practice highlight the responsibility of managers in facilitating a performa...

This paper presents the research conducted as part of the work requirements for the Human Integration into the Lifecycle of Aviation Systems (HILAS) project, sponsored by the European Commission. Specifically, it describes the proposed concept for a Unique Report form, which will constitute the basis for all operational and safety related reports completed by Flight Crew. This includes all mandatory and optional reports. Critically, this form is central to the advancement of improved processes and technology tools, supporting airline performance management, safety management, organisational learning and knowledge integration activities. To this end, this paper also exemplifies how reporting data will be used by airline personnel in relation to the processes listed above. The new reporting form has been developed in collaboration with a major Spanish Airline through extensive field research and collaborative prototyping of new concepts.

Warehouses constitute a key component of supply chain networks. An improvement to the operational efficiency and the productivity of warehouses is crucial for supply chain practitioners and industrial managers. Overall warehouse efficiency largely depends on synergic performance. The managers preemptively estimate the overall warehouse performance (OWP), which requires an accurate prediction of a warehouse's key performance indicators (KPIs). This research aims to predict the KPIs of a ready-made garment (RMG) warehouse in Bangladesh with a low forecasting error in order to precisely measure OWP. Incorporating advice from experts, conducting a literature review, and accepting the limitations of data availability, this study identifies 13 KPIs. The traditional grey method (GM)-the GM (1, 1) model-is established to estimate the grey data with limited historical information but not absolute. To reduce the limitations of GM (1, 1), this paper introduces a novel particle swarm optimization (PSO)-based grey model-PSOGM (1, 1)-to predict the warehouse's KPIs with less forecasting error. This study also uses the genetic algorithm (GA)-based grey model-GAGM (1, 1)-the discrete grey model-DGM (1, 1)-to assess the performance of the proposed model in terms of the mean absolute percentage error and other assessment metrics. The proposed model outperforms the existing grey models in projecting OWP through the forecasting of KPIs over a 5-month period. To find out the optimal parameters of the PSO and GA algorithms before combining them with the grey model, this study adopts the Taguchi design method. Finally, this study aims to help warehouse professionals make quick OWP estimations in advance to take control measures regarding warehouse productivity and efficiency.

Few firms can be said to be truly resilient by sustaining high performance for a long time. We draw on a case study of a large U.S.-based retailer to explore how an organization develops resilience -the ability to recover quickly from environmental jolts or misfortunes. The company's CEO, concerned about the company's ability to maintain its industry leadership and excellent performance, sought to engage the organization in a broad quest for developing resilience capabilities. Our analysis of this case suggests that generative doubt, organizational slack, and mindful engagement throughout the organization are key conditions for resilience. These three conditions need to co-exist to develop and sustain strategic resilience.

Viele Geschäftsführungen denken derzeit über die Aktualisierung bestehender Vergütungs- und Anreizsysteme oder über deren erstmalige Einführung zum nächsten Geschäftsjahr nach. Doch der Anreizschuss kann auch nach hinten losgehen. Manch einer der Mitarbeiter erkennt zwar hierin die Chance, sich durch zielgerichtetes Arbeiten finanziell zu verbessern – und nimmt diese Möglichkeit auch engagiert wahr. Andere aber befürchten, dass das Teamwork leidet, wenn sich alle künftig nur um ihre eigenen Ziele kümmern und die nicht vergütungsrelevanten Aufgaben vernachlässigen. Sind variable Vergütungssysteme ein Pulverfass, das Sie besser meiden sollten? Nein, denn für solche Befürchtungen gibt es längst wirksame Lösungen.

Wolf, Gunther: Variable Vergütungssysteme gestalten. In: Business24.ch (20.08.). Luzern: Belmedia 2015.

This article aims to explore the nature and functioning of trust in work teams. Trust is defined as a multi‐component variable with distinct but related dimensions. These include propensity to trust, perceived trustworthiness, co‐operative and lack of monitoring behaviours. A model was tested relating trust with perceived task performance, team satisfaction, and two dimensions of organisational commitment, i.e. attitudinal and continuance. Survey data from 112 teams(n=395) was collected in three social care institutions in The Netherlands. The results are supportive of a multi‐component structure for trust and of its importance to the functioning of teams and organisations. Work team trust appeared strongly related with team member's attitudes towards the organisation. Trust between team members was positively associated with attitudinal commitment and negatively with continuance commitment. Trust was also positively related with perceived task performance and with team satisfac...

This paper presents a methodology for the strategic management of enterprise performance. The methodology uses and integrates tools and methods for performance management found in literature and practice. The paper first presents an introduction to performance management systems and their requirements. It then reviews approaches to performance management. The paper concludes with a description of the Enterprise Performance Management Methodology, a methodology developed to address many of the shortcomings of current performance management systems.

Managed care organization use risk adjustment systems to allocate resources and evaluate provider performance. Managers of healthcare organizations need statistical methods to determine whether a particular risk adjustment system can be applied successfully to their organization's unique population and setting, and, if not, whether simple modifications can be effective. We demonstrate methods that can be used to evaluate risk adjustment

Overall equipment effiiency (OEE) measures the ratio of how much of a product or part is being made defect-free versus how much could be made according to the equipment’s design. A machine or process that has an OEE of 100 percent is producing at its maximum designed capacity with zero defects. Three metrics – availability, performance and quality – make up OEE. When real output is lower than expected, practitioners can find opportunities for improvement in all three of these factors and take actions that maximize the current process capabilities, fix problems and improve productivity.

Many talent management programmes are  unaffordable and destined to fail.  Talented people can be costly to recruit and  difficult to manage and retain.  Fortunes are spent on expensive people who  are not engaged, effectively used, or properly  supported.  A more affordable route to building high  performance organisations and quickly  achieving multiple objectives is required,
was explained and is available for adoption. [Overview of findings of a five-year investigation presented in Colin Coulson-Thomas, Talent Management 2 (Policy Publications, 2012) and available from www.policypublications.com.]

This paper discusses the findings of research exploring the conduct of portfolio-based performance appraisal within medicine. Portfolios are now used throughout medical school and junior doctor training, in later specialist training, as well as to support the implementation of annual NHS appraisal of doctors as part of their employment contract. They will also play a role in the new medical governance quality assurance process known as revalidation, when it is implemented in 2010. The paper discusses how the growth of portfolio-based performance appraisal within medicine is bound up with the growth of managerial systems of surveillance and control within western health care systems. Theoretically, it draws upon a Governmentality perspective to analyse doctor's accounts of the appraisal process. This views appraisal as an information panopticon that to better enable social control seeks to construct appraisees as calculable and administrable subjects. However, the paper highlight...

PurposeThe purpose of this paper is to examine the mediating role performance measurement plays in the relationship between competitive strategies and firm performance.Design/methodology/approachThis study conducted a mail‐survey of Thai listed companies in 2009. A total of 101 Thai listed companies’ executives, each representing their company, participated in this study. The SPSS version 11.5, path‐analytical model is adopted to analyze the survey data obtained.FindingsThis study finds that generally, all competitive strategies positively and significantly enhance firm performance through performance measurement. Specifically, firms’ differentiation strategy not only has a direct and significant impact on firm performance but also it has indirect and significant impact on firm performance through financial measures. Cost leadership strategy that firms pursue does not directly affect firm performance. However, it does so indirectly and significantly through financial performance mea...

Suzanne Gill reports on the important role that continuous improvement has to play in ensuring food processes remain profitable in an ever more competitive environment. Working to constantly improve the efficiency of a process is one of the most important ways that businesses can successfully reduce their operating overheads-a particular need for many food manufacturers. On the whole, the food processing industry is in a mass production, low-profit margin sector. Keeping costs down is vital to ensure continued profitability and help reduce overheads where possible. Continuous improvement can, for example, ‫اﻟﻤﺴﺘﻤﺮ‬ ‫اﻟﺘﺤﺴﻴﻦ‬ ‫ﻓﻮاﺋﺪ‬ ‫إﺣﺪى‬ ‫ﻫﻮ‬ ‫اﻟﻤﻜﻮﻧﺎت‬ ‫أو‬ ‫اﻟﺨﺎﻣﺎت‬ ‫أﺳﻌﺎر‬ ‫ﻓﻰ‬ ‫اﻟﺘﻘﻠﺐ‬ ‫ﺗﻜﺎﻟﻴﻒ‬ ‫ﺗﻌﻮﻳﺾ‬ Offer a way to recoup the costs of fluctuating ingredient prices. Continuous improvement (CI) is a method that has long been employed to identify opportunities for streamlining work and reducing waste. The practice is often formalized through the use methodologies such as Lean and Six-sigma. Six-sigma is a statistically-based quality improvement methodology. It uses an approach that 'defines, measures analyses, improves and controls' to solve an underlying process problem or to reduce process variation, product waste or cost, by improving the efficiency and effectiveness of a process. Lean is a systematic method for the elimination of waste within a manufacturing system which puts a focus on what adds value to a process by reducing everything else. Often different strategies are combined to provide a more proprietary CI solution. One of the best ways to make improvements on a food production line is to bring together different teams from across the plant, including general operations, quality assurance, engineering, packaging, production and maintenance. All have the capability to focus on the core concepts of CI and generally, the output value of the combined teams on a CI project will be greater than the sum of their individual efforts.

Charities are often complex and networked, and face an increasingly demanding environment. Providing stakeholders with timely and adequate information on activities and impact is therefore challenging. Based on case studies of six UK charities, this paper finds that small/medium charities can use Enterprise Performance (EPM) systems to support providing such information, despite some challenges to their use of IT. There is an increasing awareness in charities of the importance of data, though technical aspects of data management are taxing for them. Compared to SMEs, charities share many of the challenges for IT-enhancement, but benefit from additional encouraging factors. EPM thinking, which is the ability to use an integrated and strategic approach to IT-support for EPM, is extant in charities' Leadership and Business Systems Thinking capabilities. Necessary capabilities related to IT sourcing are much weaker and need external support. The study identified two different approa...

Perceived work stress, It is stated that employees are psychologically disturbed and intensely threatening their health at their busy working tempo. Employees with a high degree of stress in the face of excessive workloads may experience burnout and intention to quit. Employees experiencing job insecurity cannot show their real performance and cannot get the efficiency they want from employees because they do not see themselves permanently in their organizations. However, they cannot achieve the desired efficiency due to the fact that employees who have a role conflict must fulfill more than one workload. Employees who are satisfied with their organizations are able to adopt organizational culture and develop their organizational skills such as planning and problem solving. Within the scope of the aim of the research, a survey was conducted with 350 employees. Some of the analyzes were performed using SPSS 25 Program and some of them were performed with AMOS program. Factor analysis...

There is a reasonable level of acceptance amongst policy makers, academia and international development agencies of the criticality of Small and Medium-sized Enterprises (SMEs) as important agents of development particularly in employment and income generation and the provision of goods and services. Successive governments in Nigeria continue to promote policies and agendas targeted to raise the competitiveness of the sector as part of the diversification of the economy and promote foreign direct investment (FDI). These efforts are yet to manifest in any significant reduction in importation of basic goods as well as double-digit unemployment rate. Several studies have focused on aspects of SME's performance with a sparse attention to the criticality of the impacts of conflict in the performance of the organisations leading to a wide gap in knowledge as to whether a conflict situation actually occurs in the SMEs, and if they do, how do they manifest? What are the impacts on performance and how effective are the administrative tools for managing them? This study attempts to bridge this gap. We adopt a survey method using a sample of 224 employees across a spectrum of industries located in Lagos, Ogun and Kwara States of the Federation of the Republic of Nigeria. While the prevalence of conflict was established in the study amongst the employees, compensation, reward and performance rating issues are most frequent sources of the conflict with behavioural manifestation including productivity scale down, battering the reputation and image of the employers as well as discouraging potential applicants. The study also found that most of the administrative tools to manage conflict are not considered very effective while a variation in the gender awareness to conflict was observed at the level of statistical significance. The study recommends conflict minimization strategies through a proper goal definition, conflict management skill upgrades with training, open communication, fair reward and compensation system. The risk of of the error occurrence is examined from the accountants' perspective. For this purpose, a questionnaire survey was used for data collection focusing on areas that are considered to be the most important by the accountants and the areas which are the most problematic.

Purpose-This paper is an effort to identify the difference between government and private primary schools in terms of physical infrastructure, schooling costs and student's performance. Further, the paper assessed the role of physical infrastructure and schooling costs on the performance of students. The paper aims to discuss these issues. Design/methodology/approach-This study used India Human Development Survey (IHDS) data. Bivariate, trivariate, x 2 and ANOVA test, factor analyses and Theil index are used as methods of analyses. Findings-The results present a distinct picture of government and private primary school education in India in terms of physical infrastructure standards, schooling cost and performance of students. In all the three selected indicators, private primary schools remained a forerunner or outperform the government primary schools in India. Besides this, the physical infrastructure and schooling cost found to have effect on performance of students both in private and public schools. Practical implications-Since government primary schools hold more than 70 percent of total students, there is an urgent need to improve the standards of primary education in these schools. Further, efforts are needed to reduce the gaps between private and public schools in terms of its basic physical facilities and performance of students in the country. Originality/value-The paper used the IHDS to examine the existing differentials between government and private primary schools. The analysis is purely an original work.

The performance concept originated from the concept of firm management. The performance management of the firm involves improving its value-cost relationship, which means that the firm will be able to build a product or service, in terms of achieving cost and profitability targets, and compare the results with strategic forecasts. In addition, performance management also requires the firm's ability to develop a dynamic and continuous progress. In such conditions, its performance evaluation is not an objective in itself, but a means used by the organization to achieve progress. The paper will address issues which relate to improving performance and all the instruments used for this purpose.

This development paper sets out the rationale for future empirical studies that focus on understanding the complexities associated with performance measurement within the NHS. It is intended that the study, which will focus on understanding exception congruence of service among the various NHS stakeholders, will eventually be based on data that are obtained from multiple exploratory interviews of NHS stakeholders involved with the delivery of NHS Child and Adolescent Mental Health Services (CAMHS) in England.

Purpose-The purpose of this study is to investigate how the use of information technology (IT) and supply chain management initiatives (information sharing and collaboration) impact a company's performance in reverse logistics (RL). Design/methodology/approach-A survey based on a previous exploratory research and literature review was sent out to 600 US companies having substantial activities in RL. Issues addressed in the survey, such as IT types deployed, IT operational attributes, information sharing, and collaboration, involve multiple parties in multi-tier RL networks, extending beyond a simple buyer-supplier dyad. Findings-The results revealed that the type of IT used per se did not have a differential impact on a company's performance in RL. However, IT operational attributes positively affected RL performance and information sharing and collaboration are critical to RL performance. Practical implications-Investment in IT alone cannot improve a company's performance; managers should take full account of IT attributes when deciding IT in RL. IT operational attributes tend to support one another-an improvement in one would lead to improvements in the others. With no exception in RL, companies need to share information and collaborate with their partners. Originality/value-The paper reports an empirical survey of the IT use and collaboration practices in RL, and provides insights into the relationships and impacts of IT, RL operational attributes, information sharing, and collaboration on one another as well as on RL performance.

Strategic formulation is a management tool for measuring negotiated performance targets. It is a freely negotiated performance agreement between the government, acting as the owner of public agency on one hand, and the management of the agency on the other hand. The County government strategies are anchored on the Kenya Vision 2030. In revising their strategies, the County government needs to employ participatory approach, relying on the consensus of stakeholder groups, including civil society, the private sector and donor partners. The study focused on Isiolo county government. This is because the county government has been formulating and implements their strategies for the period of 3 years. The study involved all the management employees who include head of department of the county government. There were 63 managerial staff who were involved in the study. The study adopted descriptive research design. The study adopted a census sample design since the target population was manag...

É reconhecida a necessidade de práticas de avaliação do desempenho nas instituições ligadas aos hospitais universitários, de forma a monitorar o alcance satisfatório de sua missão social, ao fornecerem atendimento à população, ao desenvolverem práticas de ensino e pesquisa e ao possuírem o compromisso da formação de profissionais de área da saúde. A pesquisa tem por objetivo investigar se as práticas de avaliação de desempenho são utilizadas pelos hospitais universitários federais e, caso haja instituições que utilizam tais ferramentas, busca-se verificar quais práticas são utilizadas e explorar possíveis características que possam ter relação com sua adoção. O estudo utilizou-se da pesquisa descritiva, sendo ex post facto quanto aos efeitos nas variáveis estudadas, em relação aos procedimentos técnicos da pesquisa utiliza-se de pesquisa bibliográfica e survey. Os resultados apontam que quatro hospitais possuem práticas de avaliação de desempenho; três destes afirmaram utilizar duas práticas distintas de avaliação de desempenho na instituição e que dos 75% dos hospitais universitários que declararam possuir ao menos uma prática de avaliação de desempenho possui um plano estratégico com visão, missão, objetivos de longo prazo e planos operacionais de longo prazo. Dentre os hospitais que declararam não possuir práticas de avaliação de desempenho, 55,6% das instituições afirmam possuir planejamento estratégico na instituição composto por, pelo menos, missão, visão e objetivos de longo prazo. Porém, declararam que a entidade não possui planos de adotar qualquer método elencado na pesquisa.