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Article
Publication date: 8 January 2020

Elkan van Dijk and André de Waal

Non-performance should be addressed urgently given the high associated costs: on average, 17 percent of management time is spent overseeing non-performing employees, thus…

Abstract

Purpose

Non-performance should be addressed urgently given the high associated costs: on average, 17 percent of management time is spent overseeing non-performing employees, thus distracting managers from important business issues and initiatives and, non-performers can reduce productivity by as much as 30–40 percent. Though many organizations recognize the importance of dealing effectively with non-performers, this remains difficult in practice for various reasons, including cultural aspects. The purpose of this paper is to answer the following question: What are some of the ways for managers in different national cultures to deal effectively with non-performers?

Design/methodology/approach

To collect the necessary data, semi-structured interviews were conducted with managers of profit and non-profit companies in different countries. After the interviews were transcribed, key themes and patterns were identified by manual open coding. The collected data were disaggregated into conceptual units and provided with labels. After significant themes and issues were identified, axial coding was used to look for relationships between the data categories that had emerged from open coding.

Findings

There are two main culture-independent findings. First, clarity is needed when managers give assignments to and set expectations for employees. Thereafter, managers should monitor employee performance and give immediate feedback when employees make mistakes. Second, this feedback needs to take the form of true two-way dialogue between the manager and employees: the manager needs to listen to employees’ situation and what they want and need as development opportunities to progress. These findings in itself are not earth-shattering but still important for two reasons: the findings are culture-independent and can thus be seen as generic approaches for dealing with non-performers in many (most) cultural settings; and in practice the authors still see many managers ignoring these activities while dealing with non-performers, making them less effective than they could and should be. In this respect, the findings serve as a reminder not only of the fact that these activities still are the most effective in order to deal with non-performers, but also point out how important they are as they are effective in many cultural settings.

Practical implications

In practical terms, the results should assist managers in various cultural settings to determine if there are non-performers in their organizations, identify the causes of their non-performance and apply interventions to effectively tackle the issue.

Originality/value

The research contributes to the literature by examining topics such as how to define non-performers, how they can be recognized from their behavior, what causes their non-performance and how national cultures influence the management of non-performers.

Details

Journal of Strategy and Management, vol. 13 no. 1
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 11 February 2019

Juraci A. Cesar, Luana P. Marmitt, Alessandra C. Dziekaniak, Sabrina S. Leite, Otávio A. Leão and Jéssica P. Sauer

The purpose of this paper is to measure the prevalence, evaluate the trend and identify the factors associated with the non-performance of qualitative urine test (QUT) among…

Abstract

Purpose

The purpose of this paper is to measure the prevalence, evaluate the trend and identify the factors associated with the non-performance of qualitative urine test (QUT) among pregnant women living in the extreme south of Brazil between 2007 and 2016.

Design/methodology/approach

All births occurred in the local maternity wards from January 1 to December 31 of 2007, 2010, 2013 and 2016. Mothers were interviewed within 48h after delivery. The outcome was the non-performance of QUT during pregnancy. χ2 test was used to compare proportions and Poisson regression with robust variance adjustment for the multivariate analysis. The effect measure used was the prevalence ratio.

Findings

Of the 10,331 new mothers identified, 10,004 (96.8 percent) performed at least one prenatal visit. The prevalence of non-performance of QUT was 3.3 percent (95% CI 2.9–3.7 percent), ranging from 1.5 percent in 2007 to 5.3 percent in 2016 (p<0.001). The analysis showed that not living with a companion, having under four years of schooling, living with seven or more people in the household, having five or more children, having had one to three prenatal visits and not having been supplemented with ferrous sulfate during pregnancy showed a significantly higher prevalence rate to the non-performance of QUT.

Originality/value

The rate of non-performance of this test among pregnant women has clearly increased. Mothers at higher risk of unfavorable outcomes in pregnancy were the ones with the highest probability of not performing QUT. Increasing the number of prenatal visits is a high-impact measure toward the performance of this test.

Details

International Journal of Health Care Quality Assurance, vol. 32 no. 1
Type: Research Article
ISSN: 0952-6862

Keywords

Article
Publication date: 18 October 2011

Sami Kokko, Lasse Kannas, Jari Villberg and Michael Ormshaw

This paper aims to clarify the extent to which youth sports clubs guide their coaches to recognise health promotion as a part of the coaching practice. The guidance activity of…

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Abstract

Purpose

This paper aims to clarify the extent to which youth sports clubs guide their coaches to recognise health promotion as a part of the coaching practice. The guidance activity of clubs is seen parallel to internal organisational communication.

Design/methodology/approach

A survey of 93 (from 120, 78 per cent) youth sports clubs in Finland was carried out, and a total of 273 sports club officials acted as respondents. The clubs' guidance activity was examined under three domains: sports performance time, non‐performance sports club time, and health topics.

Findings

In general, youth sports clubs were passive on guiding their coaches on health promotion. Guidance activity was evident concerning actual sports performance time, whereas non‐performance sports club time received much less attention. Health topics were guided to a varying degree in that the clubs had been active in guiding the coaches on topics such as the risks of being physically active when ill, injury prevention, and sleep/rest, whereas topics such as nutrition and the use of various substances were much less acknowledged.

Research limitations/implications

The study limitations relate to self‐reported data, and the complexity of assessing sports clubs. As one of the first studies in the area, all the measurement instruments and methods were created from the outset. Therefore, further studies are required for validation purposes. Despite the limitations, this study provides pioneering baseline information.

Practical implications

The results indicate that youth sports clubs are still discipline and competition oriented. Health promotion guidance especially regarding non‐performance sports club time and several health topics needs to be addressed by the clubs in order to meet the clubs' own health‐related intentions.

Originality/value

These findings are unique in this relatively new setting for health promotion, and they can act as a baseline for research methodology development and further studies.

Details

Health Education, vol. 111 no. 6
Type: Research Article
ISSN: 0965-4283

Keywords

Article
Publication date: 16 October 2007

Rex S. Toh, Barbara M. Yates and Frederick DeKay

The aim of the paper is to help graduate students in the area of hospitality management to understand and deal with non‐performance charges and attrition issues.

797

Abstract

Purpose

The aim of the paper is to help graduate students in the area of hospitality management to understand and deal with non‐performance charges and attrition issues.

Design/methodology/approach

The paper uses case studies to illustrate the issues that must be resolved.

Findings

There are many ways to look at issues – from the hotel's perspective, from the customer's viewpoint, and from an independent observer's position.

Originality/value

This training exercise highlights the complicated issues surrounding non‐performance charges and attrition issues, and suggests ways in which they can be fairly resolved to the mutual satisfaction of all parties to preserve goodwill all around.

Details

International Journal of Culture, Tourism and Hospitality Research, vol. 1 no. 4
Type: Research Article
ISSN: 1750-6182

Keywords

Article
Publication date: 7 September 2012

Fryderyk Zoll

The purpose of this article is to investigate the role that the principle of pacta sunt servanda plays in consumer contracts under the Common European Sales Law (CESL).

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Abstract

Purpose

The purpose of this article is to investigate the role that the principle of pacta sunt servanda plays in consumer contracts under the Common European Sales Law (CESL).

Design/methodology/approach

The new proposal for the CESL resembles quite closely other global and European instruments and collections of rules on contracts, such as the CISG, PECL, and DCFR. At a closer look, the concept of contract, and in particular the consumer contract, differences between the CESL and its predecessors becomes readily apparent. This article will point out these differences and thereby analyse the role of the pacta sunt servanda principle in consumer contracts.

Findings

The question must be answered whether the consumer protection provisions that weaken the bindingness of contracts will discourage traders from opting into CESL? The Article also shows the inconsistencies in the CESL in business‐to‐business (B2B) contracts in the areas relating to mistake and lack of conformity.

Originality/value

The article poses a question which is of such relevance that it should be more comprehensively discussed by European legislators before the CESL is adopted as an EU regulation.

Article
Publication date: 7 September 2010

Anders Fundin and Mattias Elg

The purpose of this paper is to explore how various dissatisfaction feedback transferrals contribute to the decision‐making process in product development contexts.

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Abstract

Purpose

The purpose of this paper is to explore how various dissatisfaction feedback transferrals contribute to the decision‐making process in product development contexts.

Design/methodology/approach

The paper presents the results from a qualitative interview‐based study of 16 product development organizations and their customer dissatisfaction feedback systems; 84 percent of the companies within a machine industry segment in Sweden are covered.

Findings

Based on the empirical investigation, a taxonomy of five decisions based upon dissatisfaction feedback is developed: reactive, preventive and developmental decisions are connected with exploitation of products, while future developmental and future preventive decisions are connected with exploration of future products.

Originality/value

The project is essentially managerial, aiming to provide managers and other decision makers with a framework that displays how various dissatisfaction feedback transferrals contribute to various decisions in product development contexts. The paper highlights that despite costly investigations in customer feedback systems, very few customer dissatisfaction feedback transferrals are connected to explorative future developmental actions.

Details

International Journal of Quality & Reliability Management, vol. 27 no. 8
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 April 2002

David R. Shetterly

The evidence suggests deductions for non-performance and competitive solicitation methods are key determinants of contractor performance. A penalty provision is strongly…

Abstract

The evidence suggests deductions for non-performance and competitive solicitation methods are key determinants of contractor performance. A penalty provision is strongly associated with an increase in unit cost, while a competitive solicitation method reduces unit cost. The evidence is inconclusive for fixed price contract and contract length. The findings support the idea that contracting techniques impact contractor performance. The potential for cost savings may not be fully realized unless techniques that focus on competitive contracting are employed. Future research that addresses contract design factors for other services in other settings will provide information to help policy makers choose among the numerous contract design options.

Details

Journal of Public Procurement, vol. 2 no. 1
Type: Research Article
ISSN: 1535-0118

Article
Publication date: 23 February 2010

Kenneth Sullivan, Jacob Kashiwagi and Dean Kashiwagi

The quality and efficiency of design and design services is declining. The authors propose that the problem is a systems delivery problem and not a technical competence issue. The…

Abstract

Purpose

The quality and efficiency of design and design services is declining. The authors propose that the problem is a systems delivery problem and not a technical competence issue. The purpose of this paper is to use a recently developed best value delivery methodology originally created for contractors to deliver design services. The authors have tested the process resulting in increased performance.

Design/methodology/approach

A deductive approach is used. Well documented, published and logical industry structure and the best value delivery model concepts are discussed. The methodology is to identify the deductive logic, and confirm it with test results. The methodology is to take a well‐proven delivery system that worked on construction, modify the existing design delivery model to match the construction model, and test the new model. Owing to the deductive nature of the methodology, the normal reliance on literature of existing practices and inductive exploratory research are not required.

Findings

Results confirm that design inefficiencies may be a systems problem. More research and testing is required to further substantiate the findings presented in this paper.

Originality/value

A system solution that creates a win‐win result will have a tremendous potential in the designer industry.

Details

Journal of Facilities Management, vol. 8 no. 1
Type: Research Article
ISSN: 1472-5967

Keywords

Article
Publication date: 16 November 2021

Lars Haffke

Money Laundering Reporting Officers (MLROs) carry out day-to-day anti-money laundering (AML) tasks while directors ultimately remain responsible for AML compliance. Therefore…

Abstract

Purpose

Money Laundering Reporting Officers (MLROs) carry out day-to-day anti-money laundering (AML) tasks while directors ultimately remain responsible for AML compliance. Therefore, directors’ expectations of what their MLROs do should ideally coincide with what their actual tasks to minimise liability risk. This paper aims to test for gaps between MLROs and their directors in terms of knowledge, expectations and performance of AML tasks. Likewise, it is researched whether MLROs and directors communicate well with regard to MLROs’ tasks.

Design/methodology/approach

This paper first develops a model for analysing the dyadic relationship between MLROs and their directors, based on the audit expectation-performance gap. Second, a paired electronic survey of MLROs and directors of German companies was conducted in autumn 2020, testing for participants’ knowledge, expectations and performance of possible AML tasks (n = 136 pairs).

Findings

While there is no knowledge or performance gap among MLROs and directors, expectations among them are partially unreasonable and their communication needs to be improved. Additionally, this study suggests that MLROs of German non-financial businesses are less knowledgeable, perform AML duties more poorly, and communicate less effectively with their directors.

Practical implications

Training of MLROs and communication with their directors need to be improved. Especially in the non-financial sector, action is urgently required.

Originality/value

This paper reports the results of the first paired survey of MLROs and their directors, offering unique insights into their relationship and the status of private AML efforts.

Article
Publication date: 1 June 1996

Benki S.H. Womboh

Performance discrepancy (PD) is capable of adversely affecting the goals of a library organization. Discusses managerial implications and effects of PD. Library managers are in…

1974

Abstract

Performance discrepancy (PD) is capable of adversely affecting the goals of a library organization. Discusses managerial implications and effects of PD. Library managers are in business to solve human non‐performance problems. They need accurate decisions to taper performance towards organizational objectives. This task requires the implementation of management principles and practices. Discusses causes of managerial PD and the thesis that performance by objective (PBO) is more crucial than management by objective (MBO). Gives examples of managerial PD in a university library in Africa. Contends that corruptly‐employed library managers are liable to be deficient, resulting in PD. Laments recruitment of incompetent and unqualified library managers to the University Library position, and cites this as the major cause of PD. Concludes that PD has serious managerial implications in a library organization. Proves the thesis that PBO is more crucial than MBO. Advances suggestions to avert PD.

Details

Library Management, vol. 17 no. 4
Type: Research Article
ISSN: 0143-5124

Keywords

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