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Book part
Publication date: 9 August 2016

Jörg Hruby, Lorraine Watkins-Mathys and Thomas Hanke

Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset…

Abstract

Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset. Our chapter undertakes a thematic analysis of global mindset antecedents and outcomes in the 1994–2013 literature. Adopting an inductive approach and borrowing methods from international business and managerial cognition studies, we map, assess, and categorize 42 empirical and 10 theoretical studies thematically. We focus on the antecedents and outcomes at individual, group, and organizational levels. We conceptualize corporate global mindset as a multidimensional construct that incorporates global mindset at the individual level and is dependent on a robust communications infrastructure strategy for its cultivation throughout the organization. Our study categorizes antecedents and outcomes by level and identifies the gaps in global mindset outcomes and firm performance for future researchers to address.

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Advances in Global Leadership
Type: Book
ISBN: 978-1-78635-138-8

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Article
Publication date: 21 August 2017

Terence Lam

Public-sector construction clients in the UK and Australia have a clear objective to maximise potential and value for construction and infrastructure projects. Outcome

Abstract

Purpose

Public-sector construction clients in the UK and Australia have a clear objective to maximise potential and value for construction and infrastructure projects. Outcome-based performance predictive models, which link influencing factors to individual performance outcomes, were developed for the public-sector property management clients. The paper aims to discuss this issue.

Design/methodology/approach

Combined qualitative-quantitative methods were used to examine the causal relationships between performance outcomes and input economic and job performance factors. Hypotheses on individual relationships generated by a literature review were refined using the findings from a qualitative multiple-case study of three universities, and then tested by a quantitative hierarchical regression analysis using data from 60 consultancies collected from a questionnaire survey sent to the estate management offices of the universities, which form a unique public sector. Each performance project outcome was regressed against influencing factors. Performance predictive models were established in the form of regression equations.

Findings

Five performance outcomes are identified: time, cost, quality, innovations and working relationship with the client. These can be significantly predicted by regression models, based on performance influencing factors of project staff, competence of firm, execution approach, size of firm, consultant framework and competition level.

Research limitations/implications

The performance predictive models developed should be regarded as “conceptual”. Public-sector clients may have different organisation objectives and hence different requirements for performance outcomes, which may further vary according to specific project situations. The models should be adapted to suit individual needs. Adjustments can be made by using the combined qualitative-quantitative methods adopted in this research, thus creating customised models for property management and construction-related clients.

Practical implications

The client’s professional team should focus on the significant performance influencing factors and take advantage of the performance predictive models to select quality consultants. Construction consultants should address the factors in the tender proposals in order to add value to the project and benefit the client.

Originality/value

The existing input-based assessment approach applied at the tender stage cannot guarantee the strategic project objectives to be achieved. The performance predictive models are adaptable for property management and construction disciplines within the wider public sector, thus contributing to achievement of the government construction policy.

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Property Management, vol. 35 no. 4
Type: Research Article
ISSN: 0263-7472

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Article
Publication date: 1 December 2002

Artur Baldauf and David W. Cravens

Salesperson behavior performance is conceptualized as a predictor of outcome performance and sales organization effectiveness. The research considers the effects of…

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4760

Abstract

Salesperson behavior performance is conceptualized as a predictor of outcome performance and sales organization effectiveness. The research considers the effects of salesperson capabilities, industrial/consumer products, and industry growth moderators on salesperson performance and sales organization effectiveness relationships. Empirical analyses are conducted using data from a sample of 174 field sales managers in Austrian sales organizations. The results of moderator regression analyses indicate that salesperson capabilities, product type, and industry growth are relevant moderators. The roles of the moderators vary across the relationships analyzed. Several management and research implications are examined.

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European Journal of Marketing, vol. 36 no. 11/12
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 17 August 2012

Thomas J. Greitens and M. Ernita Joaquin

The purpose of this paper is to analyze the accuracy of program performance measurement in US financial regulatory programs.

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492

Abstract

Purpose

The purpose of this paper is to analyze the accuracy of program performance measurement in US financial regulatory programs.

Design/methodology/approach

This research uses the US Government's Program Assessment Rating Tool (PART) system of output and outcome data collection, performance data from financial regulatory programs were examined to determine: if PART data revealed any degradation in external financial conditions or internal regulatory performance prior to the Great Recession of 2008, and whether output performance influenced outcome performance.

Findings

The results indicate that outcome measures did “capture” some deterioration in the performance of the financial industry before the Great Recession, but these measures were arguably not influenced by program outputs. This represents a potentially problematic use of performance measures in that programs used outcome measures which were not controlled by programmatic actions.

Originality/value

This project adds to a growing body of literature on the challenges of program performance measurement in government. However, this analysis is unique in that it specifically examines the performance of the US Government's financial regulatory programs, as measured by PART, before the Great Recession of 2008.

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International Journal of Public Sector Management, vol. 25 no. 6/7
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 4 May 2021

Bita Yazdani

The purpose of this study is to investigate the relationship between total quality management (TQM), employee outcomes and performance. Moreover, how environmental…

Abstract

Purpose

The purpose of this study is to investigate the relationship between total quality management (TQM), employee outcomes and performance. Moreover, how environmental uncertainty (EU) influences the relationship between employee outcomes and performance is regarded in the context of automobile part manufacturing and suppliers of Iran. Four theories namely resource-based view theory, ability, motivation, opportunity framework, contingency theory and quality management theory have been adopted in this research.

Design/methodology/approach

A research project is conducted in 191 automobile part manufacturing and suppliers plants using the questionnaire method. Confirmatory factor analysis is applied to assess the reliability and validity of the measurement instrument. The correlations between latent constructs are examined through partial least squares method.

Findings

The results show positive relationship between TQM, employee outcome and performance. The EU also moderates the relationship between employee outcome and performance.

Research limitations/implications

It is recommended that some contextual factors such as culture be noticed in future research studies. Data were collected from Iranian automobile part manufacturing and suppliers plants, which may limit the generalization of results to other organizations in other countries.

Practical implications

In this paper, some beneficial insights are addressed to assist managers in recognizing the organizational problems, which weaken implementing TQM, employee outcomes and the effect of EU on organizations.

Social implications

By improving the quality of management practices and employee outcomes, the society gains benefits such as customer satisfaction.

Originality/value

This study contributes to the TQM advance and human resource management literature and provides better foundations for employee outcomes improvement through TQM practices in the Middle East. By investigating the effect of EU, this study fills the current gap in this field.

Details

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

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Book part
Publication date: 22 February 2010

Rebecca K. Givan, Ariel Avgar and Mingwei Liu

This paper examines the relationship between human resource practices in 173 hospitals in the United Kingdom and four organizational outcome categories – clinical…

Abstract

This paper examines the relationship between human resource practices in 173 hospitals in the United Kingdom and four organizational outcome categories – clinical, financial, employee attitudes and perceptions, and patient attitudes and perceptions. The overarching proposition set forth and examined in this paper is that human resource management (HRM) practices and delivery of care practices have varied effects on each of these outcomes. More specifically, the authors set forth the proposition that specific practices will have positive effects on one outcome category while simultaneously having a negative effect on other performance outcomes, broadly defined.

The paper introduces a broader stakeholder framework for assessing the HR–performance relationship in the healthcare setting. This multi-dimensional framework incorporates the effects of human resource practices on customers (patients), management, and frontline staff and can also be applied to other sectors such as manufacturing. This approach acknowledges the potential for incompatibilities between stakeholder performance objectives. In the healthcare industry specifically, our framework broadens the notion of performance.

Overall, our results provide support for the proposition that different stakeholders will be affected differently by the use of managerial practices. We believe that the findings reported in this paper highlight the importance of examining multiple stakeholder outcomes associated with managerial practices and the need to identify the inherent trade-offs associated with their adoption.

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Advances in Industrial and Labor Relations
Type: Book
ISBN: 978-1-84950-932-9

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Book part
Publication date: 21 November 2018

Lan Guo, Theresa Libby, Bernard Wong-On-Wing and Dan Yang

The multiple performance measures in strategic performance measurement systems should be selected to represent a set of causally linked strategic drivers and outcomes. The…

Abstract

The multiple performance measures in strategic performance measurement systems should be selected to represent a set of causally linked strategic drivers and outcomes. The pattern of results thus can provide information concerning the proper execution of the strategy (i.e., the performance evaluation role) and the strength of the cause-and-effect linkages assumed by the strategy (i.e., the strategy evaluation role). Unfortunately, managers’ tendency to re-evaluate the strategy when performance falls short of target is low in practice. Possible explanations include motivational and cognitive biases. We experimentally examine two decision aids, an attribution aid, and a decomposition aid, designed to help managers ease these challenges. Study 1 shows the decision aids, individually and in combination, increase managers’ tendency to re-examine a problematic strategy. Study 2 demonstrates the effectiveness of the two decision aids, when used together, under a different pattern of results and among a sample of more experienced managers.

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Advances in Accounting Behavioral Research
Type: Book
ISBN: 978-1-78756-543-2

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Article
Publication date: 5 June 2009

Rajan Selvarajan and Peggy A. Cloninger

The purpose of this paper is to examine how ethical assessments of employees are influenced by job performance outcomes, that is, by an employee's success or failure as…

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4003

Abstract

Purpose

The purpose of this paper is to examine how ethical assessments of employees are influenced by job performance outcomes, that is, by an employee's success or failure as measured by a successful or unsuccessful job appraisal.

Design/methodology/approach

A sample of 180 employees rated the performance of a fictitious salesperson described in one of four written vignettes as successful/ethical, successful/unethical, unsuccessful/ethical or unsuccessful/unethical.

Findings

Job performance outcomes bias the ethical assessments of raters, even raters with stronger ethical beliefs. Successful employees were judged to have exhibited more ethical behaviors than unsuccessful employees.

Research limitations/implications

Job performance outcomes are a systematic source of bias that should be examined to determine the locus of effect as either rater perception and/or recall of ethical behavior that is biased by the job outcomes achieved by ratees. Studies should also examine other rater characteristics such as cognitive moral development; whether ethical intensity of the incidents in the vignettes influences assessments; whether training or other sources of appraisal (e.g. customers or peers) moderates bias; and field settings.

Practical implications

Managers who reward unethical performance with positive job appraisals will influence other employees to be more accepting of unethical behavior and may undermine organizational processes such as background checks. Organizations may try to counter these effects by other sources of appraisal (e.g. customers or peers), training, or supplementary methods.

Originality/value

The research provides important new empirical evidence regarding incorporating ethical behavior into performance appraisals, and has implications for managers seeking to improve employees' ethical behaviors, and for researchers examining performance appraisals, cognition, ethics, and organizational processes.

Details

Personnel Review, vol. 38 no. 4
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 4 September 2019

latifa Oufkir and Ismail Kassou

This paper aims to propose a model for measuring the performance of knowledge management (KM) projects in enterprises. No such model has been proposed in the literature…

Abstract

Purpose

This paper aims to propose a model for measuring the performance of knowledge management (KM) projects in enterprises. No such model has been proposed in the literature thus far. The activities, factors and outcomes of KM are the main constructs of the model. Their operationalization and interactions are investigated.

Design/methodology/approach

A survey was conducted of 120 respondents from SME firms in Morocco. A structural equation modeling (SEM) technique called partial least squares (PLS) was used to assess the validity of the constructs and verify the hypotheses. A performance index for KM projects was derived from the model constructs.

Findings

The results support the model designed for KM activities and related interactions. The effects of KM activities on its outcomes are significant as well. The results also confirm that KM factors are predictors of KM activities and that the effects of these are significant. Furthermore, a performance importance analysis (importance performance map analysis [IPMA]) was performed on the data to expand the results of the PLS-SEM by identifying under-performing KM drivers that require managerial action.

Originality/value

This paper is one of the first to propose a generic performance measurement model for KM projects. Additionally, it is a pioneering study in the use of IPMA for KM performance measurement.

Details

Journal of Knowledge Management, vol. 23 no. 7
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 February 1998

Nigel F. Piercy, David W. Cravens and Neil A. Morgan

Reports a study of sales management in UK companies, which explores the relationship between behaviour‐based control systems and outcome‐based control systems. Although…

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6583

Abstract

Reports a study of sales management in UK companies, which explores the relationship between behaviour‐based control systems and outcome‐based control systems. Although conventional theory has suggested that behaviour performance and outcome performance result from different stimuli, we find that behaviour‐based control is positively associated with both behaviour performance and outcome performance. We find also that organizational commitment and sales territory design are significantly related to salesforce performance. This suggests a number of important avenues for improving salesforce performance. These findings and the growing emphasis on building long‐term, collaborative buyer‐seller relationships favour the use of behaviour‐based control systems in many sales management situations, and suggest a new agenda for management attention in improving salesforce effectiveness.

Details

European Journal of Marketing, vol. 32 no. 1/2
Type: Research Article
ISSN: 0309-0566

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1 – 10 of over 118000