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1 – 10 of over 233000Paul E. Levy, Steven T. Tseng, Christopher C. Rosen and Sarah B. Lueke
In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this…
Abstract
In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.
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Jennifer A. Farris, Eileen M. van Aken, Geert Letens, Pimsinee Chearksul and Garry Coleman
The purpose of this paper is to describe and illustrate an application of a structured approach to assess and improve an organization's performance measurement review process.
Abstract
Purpose
The purpose of this paper is to describe and illustrate an application of a structured approach to assess and improve an organization's performance measurement review process.
Design/methodology/approach
This approach was implemented within an ongoing action research project in a large telecommunications organization. Assessment elements were defined based on literature review, and the assessment approach was designed based on performance excellence frameworks such as Baldrige and EFQM. Data collection included interviews, observations, and document review, and an external assessment team was used.
Findings
The approach can be used to generate useful and actionable feedback for leadership to increase the effectiveness of the performance measurement review process and can also be used as a reference framework for establishing an effective performance review process initially.
Originality/value
This paper provides a comprehensive yet detailed methodology for assessing the performance review process. This methodology is more targeted in scope than measurement system assessment tools emerging in the literature. Practitioners can gain specific feedback to improve the performance review process. Researchers benefit by having a more standard, structured approach for collecting and codifying detailed observations and artifacts when studying the performance review process.
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Manoochehr Najmi, John Rigas and Ip‐Shing Fan
This paper aims to describe a structured review framework for managing business performance. The framework entails the review of business performance, including the strategic…
Abstract
Purpose
This paper aims to describe a structured review framework for managing business performance. The framework entails the review of business performance, including the strategic relevance of the measures, as well as the efficiency and effectiveness of the performance measurement system itself.
Design/methodology/approach
A range of approaches and tools are employed in the framework, which features a review card providing a high‐level view of the review process, showing the different types of review perspectives and their interactions.
Findings
The performance measurement system of an organisation is a mechanism to manage and control the organisation. Maintaining the effectiveness of the organisation and the measurement systems requires a systematic review process. The process of reviewing performance is a complex task that spans the whole organisation. A good review process seeks the correct balance between organisational benefits and the effort required.
Originality/value
Overall, the framework presented provides a structured path of performance review in a methodical and effective manner. This is useful for practitioners to apply and adapt in their situations.
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This paper synthesizes the extant feedback literature, focusing on how feedback affects an auditor’s learning, performance, and motivation. Performance feedback is an important…
Abstract
This paper synthesizes the extant feedback literature, focusing on how feedback affects an auditor’s learning, performance, and motivation. Performance feedback is an important component in the auditing environment for ensuring quality control and for developing and coaching staff auditors. However, the literature on feedback in the audit environment is fragmented and limited making it difficult to assess its behavioral effects on auditors. This paper has three main objectives. The first is to review some of the influential research in psychology and management to identify key variables and issues that appear to be critical in the study of behavioral consequences of feedback in organizational settings. The second is to review performance feedback research specifically in auditing to identify the areas previously examined and synthesize the findings. The third is to suggest a variety of future research opportunities that may assist in developing an understanding and knowledge of the behavioral effects of feedback on auditors. The literature analysis has significant implications for audit research and practice. In particular, the analysis provides important insights into understanding who, how, and when performance feedback should be given to improve its effectiveness in the audit environment.
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Manoochehr Najmi, Mohammad Etebari and Samin Emami
The purpose of this paper is to develop an exclusive review framework for the Performance Prism.
Abstract
Purpose
The purpose of this paper is to develop an exclusive review framework for the Performance Prism.
Design/methodology/approach
An extensive literature survey on performance measurement is used to identify the main aspects of the review in such systems. Various dimensions related to the characteristics of Performance Prism are explored. All the findings are then rationally put together to develop the proposed conceptual framework.
Findings
The paper presents a conceptual model to review performance measurement systems (PMS) which are designed based on Performance Prism. The presented framework categorizes review processes and tools into two main categories; Business Performance Review (BPRw) and Performance Measurement System Review (PMSR). In BPRw, a loop is presented in three levels – with regards to the five facets of Performance Prism – which indicates the performance management process. PMSR deals with reviewing the efficiency and effectiveness of the design and implementation of the PMS itself. Several methods and tools have been gathered from the literature (e.g. relevance test, measures profile, etc) in this section to examine the relevance of measures, and some have been introduced (including a method to determine inconsistencies in organization's performance trends between stakeholder, strategic and operational level) to study and challenge the validity of strategic assumptions and strategies, and appropriateness of infrastructure. Implications of various factors such as organizational culture, change management, and characteristics of the measures (level of the measure, managers who receive reports including the measure, and supporting infrastructure) are highlighted.
Research limitations/implications
In contrast to PMS design and implementation, research on PMS review is limited. This is more evident in the literature concerning Performance Prism. The empirical evidence of usefulness is beyond the scope of this article.
Practical implications
The framework provides a procedural action for reviewing both business performance and PMS performance when applying the Performance Prism in practice and provides a foundation for further empirical research.
Originality/value
The paper adds to the body of literature, by proposing a comprehensive review framework to be used in Performance Prism.
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Jan van Helden and Christoph Reichard
An examination of the commonalities and differences between performance management practices in the public and private sector.
Abstract
Purpose
An examination of the commonalities and differences between performance management practices in the public and private sector.
Methodology/approach
A literature review of 100 publications in international academic journals over the last 20 years.
Findings
The chapter develops a framework which links the dimensions of the public/private-distinction (ownership, funding, control and type of goals) to the design and use of performance management systems (PMS). This framework subsequently informs a literature review, which can be summarised as follows: Multi-dimensionality of the PMS is core in both public and private sector organisations, but quite many private sector papers point to a financial focus at the top of the PMS, while public sector organisations show a broad variety of performance indicators, including those on societally relevant goals. In addition, a link between the PMS and strategies can be found in the public and the private sector, but the match between different strategies and PMS design is more elaborated in the private sector. These findings are largely in accordance with our expectations. The review also finds support for the assumption that performance information in public sector organisations is primarily used for external accountability reasons, while internal managerial control is the main purpose in private firms. The use of performance information is quite intensive and mostly functional in both sectors, which does not meet our expectations. Overall, the differences between performance management practices in the public and private sector are less stringent than expected.
Research limitations
Due to limited evidence about the importance of performance-related pay systems and no evidence about targeting in both sectors, a more focused literature review on these issues would be desirable.
Practical implications
Mutual learning between both sectors, for example the public sector can learn from the private sector on how to link strategy to the PMS and the private sector can learn from the public sector about serving a multitude of stakeholders in the PMS.
Originality/value
A comprehensive review of performance management practices in the public and private sector.
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Susan Shortland and Stephen J. Perkins
The purpose of this paper is to examine the role of organisational performance and development review policy and practice on women’s access to international careers via long-term…
Abstract
Purpose
The purpose of this paper is to examine the role of organisational performance and development review policy and practice on women’s access to international careers via long-term expatriate assignments in the oil and gas industry, with a specific focus on women’s perceptions of procedural justice.
Design/methodology/approach
A qualitative cross-sectional case study research design is used to analyse performance and development review, and international assignment policies in two firms, together with in-depth, semi-structured interviews with 14 Human Resource policy custodians and 21 female long-term current assignees.
Findings
Women assignees do not see performance and development reviews as effective mechanisms to access expatriate roles. Nonetheless, women use these procedures while also operating within senior male networks to signal their desire to expatriate.
Research limitations/implications
This study identifies differences between organisational policy objectives and policy implementation, and female assignees’ experiences and expectations of accessing expatriate roles. Women’s perceptions of organisational justice are not harmed because women place more emphasis on process and conversations than on policy. Research propositions are suggested extending organisational justice theory.
Practical implications
Clear articulation of performance and development review processes aids organisational succession planning. Formalised, transparent expatriate career management supports women’s access to expatriation. The roles of key personnel in determining access to expatriate career paths require clarification.
Originality/value
This paper extends our knowledge of women’s organisationally assigned expatriate careers and perceptions of procedural justice. Women use performance and development reviews to access expatriate opportunities. Employer action aligned to policy intent could help increase female expatriate participation.
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Juan Luis Nicolau, Zheng Xiang and Dan Wang
This paper aims to investigate the links between daily review sentiment and the hotel performance measures of occupancy rate (OR), average daily rate (ADR) and revenue per…
Abstract
Purpose
This paper aims to investigate the links between daily review sentiment and the hotel performance measures of occupancy rate (OR), average daily rate (ADR) and revenue per available room (RevPAR).
Design/methodology/approach
The authors conducted review sentiment analyses in three moments (−1, −7 and −14 days) before arrival time using a data set of budget hotel performance and online reviews. The aim was to identify the effect of review sentiment in the budget hotel market on the three performance metrics.
Findings
Daily sentiment positively affects ADR and negatively affects OR and RevPAR, but only up to a certain threshold, after which the trend reverses. Prices increase with the level of sentiment, and high prices lead to low OR and RevPAR only when the sentiment scores are low. When they are high, they are associated with low rates, which lead to high OR and RevPAR.
Research limitations/implications
Daily review sentiment can be viewed as a valuable “barometer” indicating a hotel’s daily operational effectiveness. Daily sentiment can thus allow hotel managers to adjust their dynamic pricing strategies more accurately.
Originality/value
This study identifies daily sentiment as an alternative predictor of hotel performance. In addition to the roles of valence and volume in the decision-making process, the authors found that daily review sentiment can be an “in-the-moment” factor with a high impact, encouraging consumers to complete their transactions. This study suggests that aggregated measures such as the total number of reviews and overall ratings of the hotel should not be the sole consideration in reputation management.
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YooHee Hwang, Xingyu Wang and Aysin Pașamehmetoġlu
Online reviews are perceived as credible and trustworthy across various business sectors; thus, they influence customers’ purchase decisions. However, the potential role of…
Abstract
Purpose
Online reviews are perceived as credible and trustworthy across various business sectors; thus, they influence customers’ purchase decisions. However, the potential role of customer online reviews as feedback for employee performance and employee reactions to customer reviews remain largely unclear. To address this knowledge gap, this study proposes that employee characteristics, namely, self-efficacy (Study 1) and moral identity (Study 2), moderate the effect of the valence of customer reviews on hospitality employees’ helping behavior.
Design/methodology/approach
The authors used a scenario-based, quasi-experimental design in two studies. They recruited a total of 215 frontline employees at independent casual dining restaurants in Istanbul, Turkey (Study 1) and 226 US residents who have worked in the restaurant industry for more than six months (Study 2). Multiple linear regressions via PROCESS and moderation analysis via Johnson–Neyman technique were used.
Findings
Study 1 demonstrates that when employees’ self-efficacy is low, positive (vs negative) customer reviews enhance employees’ helping behavior. By contrast, when employees’ self-efficacy is high, their helping behavior is invariantly high regardless of the valence of customer reviews. Study 2 reveals that when employees’ moral identity is low, their helping behavior decreases in the presence of negative (vs positive) customer reviews. Conversely, when employees’ moral identity is high, their helping behavior is similarly high regardless of the valence of customer reviews.
Practical implications
Hospitality managers may need to develop training programs to enhance their employees’ self-efficacy and moral identity. They may also provide necessary organizational support to induce their employees’ self-efficacy and moral identity, given that such psychological resources help buffer the dampening effect of negative reviews on helping behavior. Last, hospitality managers may consider incorporating customer reviews as part of employee performance feedback.
Originality/value
This study advances the understanding of employees’ responses to customer reviews, with the performance appraisal feedback framework as fresh theoretical lens. This study is among the first to demonstrate the relationship between the valence of customer reviews and subsequent helping behavior of employees toward customers. It also contributes to the emerging literature that identifies boundary conditions for employees’ responses to customer reviews.
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Jaeseung Park, Xinzhe Li, Qinglong Li and Jaekyeong Kim
The existing collaborative filtering algorithm may select an insufficiently representative customer as the neighbor of a target customer, which means that the performance in…
Abstract
Purpose
The existing collaborative filtering algorithm may select an insufficiently representative customer as the neighbor of a target customer, which means that the performance in providing recommendations is not sufficiently accurate. This study aims to investigate the impact on recommendation performance of selecting influential and representative customers.
Design/methodology/approach
Some studies have shown that review helpfulness and consistency significantly affect purchase decision-making. Thus, this study focuses on customers who have written helpful and consistent reviews to select influential and representative neighbors. To achieve the purpose of this study, the authors apply a text-mining approach to analyze review helpfulness and consistency. In addition, they evaluate the performance of the proposed methodology using several real-world Amazon review data sets for experimental utility and reliability.
Findings
This study is the first to propose a methodology to investigate the effect of review consistency and helpfulness on recommendation performance. The experimental results confirmed that the recommendation performance was excellent when a neighbor was selected who wrote consistent or helpful reviews more than when neighbors were selected for all customers.
Originality/value
This study investigates the effect of review consistency and helpfulness on recommendation performance. Online review can enhance recommendation performance because it reflects the purchasing behavior of customers who consider reviews when purchasing items. The experimental results indicate that review helpfulness and consistency can enhance the performance of personalized recommendation services, increase customer satisfaction and increase confidence in a company.
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