International Journal of Productivity and Performance Management
1741-0401
1758-6658
Anh Quốc
Cơ quản chủ quản: Emerald Group Publishing Ltd.
Lĩnh vực:
Strategy and ManagementBusiness, Management and Accounting (miscellaneous)
Phân tích ảnh hưởng
Thông tin về tạp chí
The International Journal of Productivity and Performance Management publishes double-blind peer-reviewed papers. The main types include original research and reflective practice papers, though other forms are considered. Each issue includes high-quality content covering all aspects of productivity and performance management from a wide range of international contexts, sectors and applications. The journal’s distinctiveness flows from: (a) its substantial longevity in the field of productivity and performance management continuing from the previous titles: Time and Motion Study then Work Study, (b) its growth from its roots in industrial engineering and operations management to encompass many other perspectives and (c) its commitment to the practitioner voice, encouraged through reflective practice articles. The journal’s scope draws from the fields of Operations & Supply Chain Management, Industrial Engineering, Marketing, Economics, Accounting, Human Resource Management and Organizational Behaviour. Coverage includes, but it is not limited to: Performance management Performance measurement tools & techniques Productivity measurement & development Organizational design & methods Process analysis, engineering & re-engineering Quality & business excellence management Lean approaches Project & programme management.
Các bài báo tiêu biểu
Critical evaluation of project‐based performance management Purpose The purpose of this paper is to evaluate project‐based management in the context of interventions to initiate improved organisation performance. Design/methodology/approach The work draws on literature from project management, change management (CM) and performance management. Findings Results identify the interrelated aspects of project management, CM, and performance management. Conclusions indicate that improved organizational performance and increased productivity would be achieved by adopting an integrative approach to project‐based interventions. Research limitations/implications Further research into specific integrated techniques and tools for delivering change would be valuable with particular focus on technical contributions to CM. Moreover, the PM field could gain from utilising CM processes in implementation of projects. Practical implications Whilst a number of theories of CM are widely accepted, literature suggests they are falling short of their endeavours as a result of the theories lacking a useful framework to successfully plan, implement and manage change. Social implications The rapidly changing business environment has required organisations to seek out effective processes, tools and techniques to implement successful change. Whilst there is a significant body of literature surrounding CM, the high failure rate of change interventions suggests improvements could be made to its management, monitoring and control. The analytical focus of this research was in how the common and most utilised CM models could be improved with PM processes, in order to appropriately deliver successful change. Originality/value This article critically argues the value of project‐based management in the CM process, with particular focus on the Project Management Book of Knowledge (PMBoK). As such, change interventions to bring about improved organizational performance can be considered a project; as such, a new approach to project‐based change interventions is proposed.
Tập 62 Số 4 - Trang 407-419 - 2013
Organisational self‐assessment and the adoption of managerial innovations Purpose This paper investigates manager's use of self‐assessment in diagnostic routines to assist organisations embarking on major organisational change involving the adoption of a managerial innovation. Design/methodology/approach The illustrative case focuses on the comparative adoption of two assessment tools set within a methodology developed via action research to improve the performance of new process development in the specialty chemical industry. Findings Features of the case context, such as prior commitment to the methodology, contribute to explaining managerial preferences for the non‐financial diagnostic tool over the financial one. Practical implications For practitioners the case illustrates how prior commitment can obscure rational considerations when faced with planning and implementing major change, particularly so when introducing managerial innovations. For academics the case study highlights the potential for fruitful research into the design and use of self‐assessment routines that precede or coincide with the adoption and implementation of such managerial innovations. Originality/value The paper focuses on self‐assessment routines constructed to aid chemical firms contemplating the adoption of a major managerial innovation; a methodology that entails a radical approach to designing and developing new manufacturing processes for chemical production.
Tập 54 Số 2 - Trang 98-112 - 2005
Unlocking the black box: line managers and HRM‐Performance in a call centre context Purpose The purpose of this paper is to show the way to unlock the black box of HRM and performance linkages by exploring one of the key variables that mediates the link, namely whether line managers can stimulate improvements in firm performance by eliciting appropriate employee outcomes in a call centre context. Design/methodology/approach The research draws on Purcell's “People‐Performance Model” as a sensitising framework to inform an in‐depth case study of a call centre. This provides a mechanism to unlock the HRM‐Performance black box by focusing on the ability, motivation and opportunities for line managers to perform and any subsequent impact on employee outcomes. Data were collected over multiple site visits by means of multi‐level interviews and a survey of telesales representatives (TSRs). Findings Research findings indicate that one large client exerted significant control over the HRM policies developed within the call centre. Evidence suggests, however, that line managers' interventions ameliorated some of the negative aspects of work tasks and the HRM imposed by this dependency relationship. Research limitations/implications This research is an exploratory attempt to better understand HRM‐Performance linkages in one specific context. Results are not generalisable across contexts or even within call centres, which can vary extensively. Nonetheless, the research suggests that exploring line management behaviour is a promising avenue for more extensive research. Originality/value This paper considers HRM‐Performance linkages in a service context. Results indicate that both external relations and line managers are critical mediating variables conditioning HRM‐Performance linkages, thereby lending support to the notion that hard and soft HRM practices are not necessarily irreconcilable.
Tập 57 Số 4 - Trang 275-296 - 2008
Objective and self‐report work performance measures: a comparative analysis Purpose The purpose of this paper is to assess the feasibility and comparability of daily self‐report and objective measures of work performance in complex office tasks, and factors affecting the correlation between these measures. Design/methodology/approach Medical bill auditors provided daily information for 12 weeks through interactive voice response (IVR) on their speed, concentration and accuracy at work, compared to their best job performance. Findings The paper found that 124 of 142 recruited subjects (87 percent) completed > 50 percent of daily IVR reports. Concentration, speed and accuracy were highly inter‐correlated (R =0.75), and right‐skewed (mean speed=7.7, SD=1.5). Mean adjusted daily productivity rate (MAP) was 34 bills/hour (range 4.7 to 111, SD12.6, 61 percent within‐person variation). Subject‐specific speed – MAP correlation varied from R =−0.20 to +0.75 (mean, 0.28). Health status, years on job, age, IVR completion rate, site, month of study, or total hours worked were not associated with these variations. Originality/value This paper provides an unprecedented level of detail in the comparison of self‐reported and objective daily measures of work performance, demonstrates the feasibility of data collection and analysis, and identified significant inconsistencies among workers in the correlation between the two types of measures. Results demonstrated that daily self‐reports cannot be used as a direct surrogate for objective performance measures.
- 2006
Enhancing importance‐performance analysis Purpose The interpretation of the importance/performance map is based on an assumption of independence between importance and performance but many studies question the validity of this assumption. The aim of this research is to develop a new typology for job satisfaction attributes as well as a new importance/performance map that can be an aid for organizations when they prioritize their improvement actions based on a job satisfaction study. Design/methodology/approach A typology for possible relationships between importance and performance in job satisfaction studies is developed based on theoretical considerations. This typology is then applied and validated on approximately 10,000 responses from the European Employee Index 2002. Ultimately a new importance/performance map for priority setting in job satisfaction studies is developed based on the new typology for possible relationships between importance and performance. Findings The result of this analysis showed that the assumption of independence between the importance and performance is invalid in certain situations. Research limitations/implications The subsets in the analysis are not all independent since a respondent may appear in more than one subset. This is a problem with the data generating process that to some extent might influence the analysis. Practical implications Profound impact on the way that the importance/performance map should be interpreted since non‐proportional attributes will move both vertically as well as horizontally in the traditional importance/performance map as performance changes. Originality/value This paper gives a theoretical explanation for the presence of non‐proportional satisfiers and develops a new importance/performance map that takes the presence of non‐proportional satisfiers into account.
Tập 55 Số 1 - Trang 40-60 - 2006
The effectiveness of flexible manufacturing strategies Purpose Against a background of a customization imperative embraced by manufacturing firms in industrialised nations and the concomitant call for more balanced performance measurement systems (PMS), this study seeks to examine the mediating role of both non‐financial and financial performance measures in the relationship between a firm's strategic orientation of flexible manufacturing and organisational performance. Design/methodology/approach A path‐analytical model is adopted using questionnaire data from 84 Australian manufacturing firms. Findings The results indicate that, first, firms emphasising a flexible manufacturing strategy utilise non‐financial as well as financial performance measures; second, these performance measures are associated with higher organisational performance; and third, there is a positive association between a firm's strategic emphasis on flexible manufacturing and organisation performance via non‐financial and financial performance measures. Practical implications While there is agreement on the beneficial role of non‐financial performance measures in supporting strategic priorities associated with customization strategies, equivocal research results have emerged on the role of financial performance measures in this context. The study underscores the importance of both non‐financial and financial performance measures in this context. Originality/value The paper reinstates the value of financial performance measures for firms pursuing customization type strategies and adds to one's knowledge of PMSs by exploring the intervening role of such systems in linking flexible manufacturing strategy to organisation performance.
Tập 58 Số 2 - Trang 119-135 - 2009
Achieving customer service excellence using Lean Pull Replenishment Purpose The purpose of this study is to highlight a key strategic initiative within the former ADC Company (now part of TE Connectivity) called “Lean Pull Replenishment”, designed and implemented to achieve Six Sigma customer service excellence. This case study would also help facilitate problem‐based learning pedagogy. Design/methodology/approach The study showcases implementation of the Lean Pull Replenishment approach using the define, measure, analyze, improve and control (DMAIC) framework. Key input variables were analyzed that contributed to historically inconsistent and unsatisfactory customer delivery performance. Analysis resulted in improving the allocative efficiency of critical input variables through pilot programs on strategic value streams by deploying dozens of kaizen events, and sustaining the gains through leveraging best practices and effective change management principles. Findings The study presents a strong case for the team work and the cultural transformation that occurred during the course of implementing this initiative across ADC supply chain. The paper also summarizes the improvement in customer service metrics and financials of the company. Originality/value Through this study, it has been established that with consistency of purpose, using the right tools for solving problems and through teaching Lean principles, remarkable results can be achieved, which can be sustained for the long‐term and become a self‐sustaining business philosophy.
- 2012