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Performance Management
Performance management (PM) is the process of ensuring that a set of activities and outputs meets an organization's goals in an effective and efficient manner. Performance management can focus on the performance of a whole organization, a department, an employee, or the processes in place to manage particular tasks. Performance management standards are generally organized and disseminated by senior leadership at an organization and by task owners, and may include specifying tasks and outcomes of a job, providing timely feedback and coaching, comparing employees' actual performance and behaviors with desired performance and behaviors, instituting rewards, etc. It is necessary to outline the role of each individual in the organization in terms of functions and responsibilities to ensure that performance management is successful. Application Performance management principles are used most often in the workplace and can be applied wherever people interact with their environment ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Appraisal
A performance appraisal, also referred to as a performance review, performance evaluation,Muchinsky, P. M. (2012). ''Psychology Applied to Work'' (10th ed.). Summerfield, NC: Hypergraphic Press. (career) development discussion, or employee appraisal, sometimes shortened to "PA", is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. Performance appraisals are most often conducted by an employee's immediate manager or line manager. While extensively practiced, annual performance reviews have also been criticized as providing feedback too infrequently to be useful, and some critics argue that performance reviews in general do more harm than good. It is an element of the principal-agent framework, that describes the r ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Appraisal
A performance appraisal, also referred to as a performance review, performance evaluation,Muchinsky, P. M. (2012). ''Psychology Applied to Work'' (10th ed.). Summerfield, NC: Hypergraphic Press. (career) development discussion, or employee appraisal, sometimes shortened to "PA", is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about work and settle into their jobs. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. Performance appraisals are most often conducted by an employee's immediate manager or line manager. While extensively practiced, annual performance reviews have also been criticized as providing feedback too infrequently to be useful, and some critics argue that performance reviews in general do more harm than good. It is an element of the principal-agent framework, that describes the r ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Action (philosophy)
An action is an event that an agent performs for a purpose, that is guided by the person's intention. The first question in the philosophy of action is to determine how actions differ from other forms of behavior, like involuntary reflexes. According to Ludwig Wittgenstein, it involves discovering " at is left over if I subtract the fact that my arm goes up from the fact that I raise my arm". There is broad agreement that the answer to this question has to do with the agent's intentions. So driving a car is an action since the agent intends to do so, but sneezing is a mere behavior since it happens independent of the agent's intention. The dominant theory of the relation between the intention and the behavior is ''causalism'': driving the car is an action because it is ''caused'' by the agent's intention to do so. On this view, actions are distinguished from other events by their causal history. Causalist theories include Donald Davidson's account, who defines actions as bodily ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Documentation
Documentation is any communicable material that is used to describe, explain or instruct regarding some attributes of an object, system or procedure, such as its parts, assembly, installation, maintenance and use. As a form of knowledge management and knowledge organization, documentation can be provided on paper, online, or on digital or analog media, such as audio tape or CDs. Examples are user guides, white papers, online help, and quick-reference guides. Paper or hard-copy documentation has become less common. Documentation is often distributed via websites, software products, and other online applications. Documentation as a set of instructional materials shouldn't be confused with documentation science, the study of the recording and retrieval of information. Principles for producing documentation While associated ISO standards are not easily available publicly, a guide from other sources for this topic may serve the purpose.,, Documentation development may invol ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Strategy Markup Language
{{primary sources, date=April 2017 Strategy Markup Language (StratML) is an XML-based standard vocabulary and schema for the information commonly contained in strategic and performance plans and reports. StratML Part 1 specifies the elements of strategic plans, including: mission, vision, values, goals, objectives, and stakeholders. Part 2 extends Part 1 to include the additional elements required for performance plans and reports, including stakeholder roles and performance indicators. Originally adopted as an American national standard (ANSI/AIIM 21:2009) Part 1, Strategic Plans, was published as an international standard ( ISO 17469–1) on February 11, 2015, with minor changes from the ANSI version. On November 13, 2015, the ANSI version of Part 1 was replaced with the ISO version (ANSI/AIIM/ISO 17469-1). On January 9, 2017, the ISO changes and several additional enhancements were approved for incorporation into Part 2, Performance Plans and Reports (ANSI/AIIM 22). Interna ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Vitality Curve
A vitality curve is a performance management practice that calls for individuals to be ranked or rated against their coworkers. It is also called stack ranking, forced ranking, and rank and yank. Pioneered by GE's Jack Welch in the 1980s, it has remained controversial. Numerous companies practice it, but mostly covertly to avoid direct criticism. Overview The vitality model of former General Electric chairman and CEO Jack Welch has been described as a "20-70-10" system. The "top 20" percent of the workforce is most productive, and 70% (the "vital 70") work adequately. The other 10% ("bottom 10") are nonproducers and should be fired. The often cited "80-20 rule", also known as the "Pareto principle" or the "Law of the Vital Few", whereby 80% of crimes are committed by 20% of criminals, or 80% of useful research results are produced by 20% of the academics, is an example of such rankings observable in social behavior. In some cases such "80-20" tendencies do emerge, and a Paret ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Measurement
Performance measurement is the process of collecting, analyzing and/or reporting information regarding the performance of an individual, group, organization, system or component. Definitions of performance measurement tend to be predicated upon an assumption about why the performance is being measured. * Moullin defines the term with a forward looking organisational focus—"the process of evaluating how well organisations are managed and the value they deliver for customers and other stakeholders". * Neely et al. use a more operational retrospective focus—"the process of quantifying the efficiency and effectiveness of past actions". * In 2007 the Office of the Chief Information Officer in the USA defined it using a more evaluative focus—"Performance measurement estimates the parameters under which programs, investments, and acquisitions are reaching the targeted results". Beyond a simple agreement about it being linked to some kind of measurement of performance there is littl ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
PDCA
PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. It is also known as the Shewhart cycle, or the control circle/cycle. Another version of this PDCA cycle is OPDCA. The added "O" stands for ''observation'' or as some versions say: "Observe the current condition." This emphasis on observation and current condition has currency with the literature on lean manufacturing and the Toyota Production System. The PDCA cycle, with Ishikawa's changes, can be traced back to S. Mizuno of the Tokyo Institute of Technology in 1959. PDCA is often confused with PDSA (Plan-Do-Study-Act). Dr. W. Edwards Deming emphasized the PDSA Cycle, not the PDCA Cycle, with a third step emphasis on Study (S), not Check (C). Dr. Deming found that the focus on Check is more about the implementation of a change, with success or failure. His focus was on predicting the results ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organizational Behavior Management
Organizational behavior management (OBM) is a subdiscipline of applied behavior analysis (ABA), which is the application of behavior analytic principles and contingency management techniques to change behavior in organizational settings. Through these principles and assessment of behavior, OBM seeks to analyze and employ antecedent, influencing actions of an individual before the action occurs, and consequence, what happens as a result of someone’s actions, interventions which influence behaviors linked to the mission and key objectives of the organization and its workers. Such interventions have proven effective through research in improving common organizational areas including employee productivity, delivery of feedback, safety, and overall morale of said organization. History OBM is a subdiscipline of ABA, thus its emergence stems from the foundations of behavior analysis developed by B.F. Skinner. Skinner’s book Science and Human Behavior', published in 1953, served as ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Behavioral Systems Analysis
Behavioral systems analysis (BSA), or performance systems analysis, applies behavior analysis and systems analysis to human performance in organizations. BSA is directly related to performance management and organizational behavior management. Description Behavioral systems analysis is an approach to organizational design and management. It is based on the premise that organizations are complex systems. As such, changes in one aspect of performance in an organization necessarily affects performance in another parts of an organization. A primary goal of BSA is to create a balanced applications in which areas of poor performance are improved, areas of high performance are maintained, and employee performance outcomes are directed towards organizational goals. This is done through the careful use of behavioral and systems theories, and the application of research based principles of behavior, such as reinforcement, punishment, stimulus control, discrimination and generalization ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
360-degree Feedback
360-degree feedback (also known as multi-rater feedback, multi source feedback, or multi source assessment) is a process through which feedback from an employee's subordinates, peers, colleagues, and supervisor(s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when relevant, feedback from external sources who interact with the employee, such as customers and suppliers or other interested stakeholders. 360-degree feedback is so named because it solicits feedback regarding an employee's behavior from a variety of points of view (subordinate, lateral, and supervisory). It therefore may be contrasted with "downward feedback" (traditional feedback on work behavior and performance delivered to subordinates by supervisory or management employees only; see traditional performance appraisal), or "upward feedback" delivered to supervisory or management employees by subordinates only. Organizations have most commonly utilized 360-degree fe ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Key Performance Indicators
A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. KPIs provide a focus for strategic and operational improvement, create an analytical basis for decision making and help focus attention on what matters most. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction), and sometimes success is defined in terms of making progress toward strategic goals. Accordingly, choosing the right KPIs relies upon a good understanding of what is important to the organization. What is deemed important often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the KPIs assigned to sales. Since there is a need to understand well what is important, various techniques ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
