Dynamic Performance Management
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Dynamic Performance Management
This book explores how to design and implement planning & control (P&C) systems that can help organizations to manage their growth and restructuring processes in a sustainability perspective. The book is not designed to enable the reader to become an experienced system dynamics modeler; rather, it aims to develop the reader’s capabilities to design and implement performance management systems by using a system dynamics approach. More specifically, the book shows how to develop system dynamics models that can better support an understanding of: -What is organizational performance and how to frame and measure it; -How to identify and map the processes underlying performance; -How to design and implement a dynamic performance management system and link it to strategic planning; -How to tie strategic resource dynamics to processes and performance indicators; -How to link strategic resources, and performance indicators to responsibility and incentive systems. Using a dynamic performance management approach can improve an organization’s capability to understand and manage the forces driving performance over time, as well as set goals and objectives that may properly and selectively gauge results and match them to the key responsibility areas in the planning process. The dynamic performance management approaches covered in the book are beneficial to performance management analysts, enabling them to frame their professional field within the broader context of the system. The book also includes numerous case studies and dynamic performance management models for providing examples of how dynamic performance management works in practice. In addition, a literature review is included to provide a guideline for further improvements to those readers who wish to develop relevant, specific, and detailed system dynamics modeling skills and to establish the foundation for teaching system dynamics applied to performance management in organizational and inter-organizational contexts. This is particularly relevant for graduate students who have taken system dynamics courses and need to apply their own skills to business and public management.
Dynamic Performance Management
Author: Peter Martin
language: en
Publisher: Van Nostrand Reinhold Company
Release Date: 1993
More and more companies are turning to World Class Manufacturing (WCM) not only to compete but to increase the quality of their products while saving, and even cutting, operating costs. This is the first book to describe techniques for implementing WCM that come directly from top manufacturers around the world that have instituted processes to reach high levels of quality and performance. This innovative book details steps toward WCM that are not only effective, but are easily implemented in a traditional corporate structure without, in many cases, instituting massive organization changes. Coverage offers concise descriptions of the evolution and current status of industrial automation technology, quality improvement, operations craftsmanship, and performance measurement in manufacturing operations.
Dynamic Performance Management
Author: Faith Ntabeni Bhebe
language: en
Publisher: Society Publishing
Release Date: 2017-11
Performance is managed in every organisation whether formally or informally. Organisations however struggle to demonstrate the extent to which their performance can be directly linked back to that of individual employees largely because of lack of flexibility and dynamism in the existing approaches to performance management. This book starts by tracing the history of performance management with the intention of making the reader understand its evolutionary path and its links with an organisation's growth cycle. This approach is based on the author's observation that performance management in organisations lacks dynamism largely because of failure to link the model used with where the organisation is in its growth stages.Performance management has been evolving in line with changing perspectives of the practice of human resources management in organisations which in itself is linked to an organisation's position in its life cycle. The distinct phases in the evolution of performance management from merit ratings; performance appraisals; management by objectives; results based management; fusion of results based management and management by objectives and the arrival of 360 degrees appraisal; strategic performance management are all demonstrated to be applicable depending on the phase or stage in which an organisation is at. The dynamism element is illustrated to be a result of an organisation being able to exercise strategic flexibility in implementing performance management.The book comprehensively demonstrates the link between dynamic performance management and other key human resources management functions such as recruitment and selection, remuneration and rewards management, training and development and strategic planning. It illustrates that dynamism in performance management comes from establishing a solid base by getting the basic infrastructure right though ensuring that the system is backed by an enabling culture, strategic objectives, job roles, key result areas, key performance indicators, mechanisms for monitoring and measuring, and for managing performance gaps. Key topics covered include: planning for performance management through deriving performance objectives from the organisation's strategic plan and ensuring their cascading to lower levels; capacitating the organisation to through high performance work systems, a high performance culture and focusing on human resources management bundles that drive performance; performance monitoring, measurement and gap management; paying for performance; managing change associated with high performance culture and legal implications of employee performance appraisal. Given the evolutionary nature of performance management and the increasing dynamism in an average organisation's environment, the book concludes by looking at anticipated future trends in managing organisational and by implication employee performance.This book is ideal for students, human resources management practitioners intent on stepping up their strategic contribution to organisational performance and for executives who want to have a hands on approach to performance management.