ISSN:0090-4848    

DOI:10.1002/hrm.3930300301

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

摘要:

AbstractIn many organizations performance measurement and management (PMM) systems are little more than human resource bureaucracies with forms, rules, and review layers. These paper‐driven systems are burdens to managers and hence are completed marginally, if at all. They are typically seen by raters as extra work and by ratees as at best irrelevant, at worst demotivating. Most PMM improvement efforts center on the most visible aspect of PMM—the form. But these quick fixes attempt to treat symptoms (e.g., leniency), while diseases (e.g., lack of managerial accountability for performance improvement or development) go unchecked. Rather than periodic revisions to the rating scales, PMM can be made relevant by linking it to strategy execution. PMM can be a vital tool for strategy execution by signaling what is really important, providing ways to measure what is important, fixing accountability for behavior and results, and helping to improve performance. In this article a PMM process is described which begins with identification of Critical Success Factors (CSFs) derived directly from business strategy. These are the basis for a PMM process that is a welcome managerial tool. The successful use of PMM as a device for strategy execution is illustrated via a case st

ISSN:0090-4848    

DOI:10.1002/hrm.3930300302

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

摘要:

AbstractTotal quality is increasingly used by companies as an organization‐wide system to achieve fully satisfied customers through the delivery of the highest quality in products and services. The goals of total quality can be achieved only if organizations entirely reform their cultures. Traditional management, operations, finance and accounting systems are reviewed against changes that are needed in organizational processes, measurement systems, and the values and behaviors of key stakeholders to overpower the status quo and shift to a total quality culture that permeates every facet of the organization. Specific company illustrations are drawn upon to show the inadequacies of these traditional areas under the new imperatives for total qualit

ISSN:0090-4848    

DOI:10.1002/hrm.3930300303

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

摘要:

AbstractThis study empirically examines organizational barriers to delivering high‐quality service performance as measured by customer perceptions and expectations. Using the extended service‐quality model developed by Zeithaml, Berry, and Parasuraman (Journal of Marketing, 52, 35–48) as a conceptual framework, five specific propositions implied by the model and by earlier studies contributing to its development were tested. Such testing required a complex research design involving five service companies as well as samples of customers, contact employees, and managers from each company. The results have practical implications and suggest an agenda for future organizational res

ISSN:0090-4848    

DOI:10.1002/hrm.3930300304

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

摘要:

AbstractFor multinational firms, operating as global businesses with global workforces, the challenge of managing diverse operations in diverse environments has never been greater. The need to maintain appropriate consistency and coordinate vastly separated operations presents unique challenges. These simultaneous loose–tight requirements of managing business operations significantly increase the difficulty level.In the area of international human resource management it means the identification and development ofstrategicinternational human resource actions that will provide a global consistency of purpose.Strategicinternational human resource management takes on particular importance in the areas of performance measurement and management in multinational corporations (MNCs). This article focuses around the three components of strategic international human resource management: interunit linkages, internal operations, and competitive requirements. Previous literature is reviewed within this framework, and the work of Pepsi‐Cola International is used as an example of how MNCs manage some performance measurement and management iss

ISSN:0090-4848    

DOI:10.1002/hrm.3930300305

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

摘要:

AbstractProfit‐sharing frequently is used to link employee performance and labor costs to the profitability of organizations. It represents a significant investment. Yet, managers' decisions regarding such human resource investments frequently do not use the same financial planning frameworks typical of other investments. This article presents a case study describing how one division at Eastman Kodak Company used a strategic investment approach to plan and evaluate a profit‐sharing program and describing the role of performance measurement information in that appro

ISSN:0090-4848    

DOI:10.1002/hrm.3930300306

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930300307

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930300308

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930300309

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930300310

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1991

数据来源: WILEY