Six things to manage--Designs

Transportation in reverse logistics (RL) plays a significant role and has impact on overall RL performance. Efficiency, effectiveness and impact are the distinct components of RL transportation. Balancing these components requires the implementation of an effective performance measurement (PM) system. The perspectives of balanced scorecard have been used where enterprises can link their performance to their transportation practices, which do not provide an understanding of the RL transportation operating objectives and the developing strategies through an analysis of stakeholders. This article proposes the comprehensive PM of transportation system, which is multi-angle perspective for RL enterprises. Recognising the multiple criteria nature of the problem, this article uses analytical hierarchy process methodology in order to find an overall comprehensive performance index, which is critical to the success of the RL transportation operations to assist logistics managers, researchers, transportation planners and decision-makers.     

Using Frontier Analysis to Evaluate Company Performance

The measurement of performance is critical to nearly all managerial disciplines. Yet little is known about the aggregation characteristics of the components of performance and how our notion of a ‘good performing firm’ relates to what we use as a dependent variable. In this paper we propose an approach to the measurement of performance that uses the logic of frontier analysis and the technique of data envelopment analysis. The approach is shown to be a reasonable representation of the multidimensional nature of performance and is shown to replicate, effectively, the components that strategic management scholars typically consider when discussing performance. It is also shown to be superior to the simpler alternatives based on traditional approaches to performance measurement.     

Scoring strategic performance: a pragmatic constructivist approach to strategic performance measurement

This paper analyses the characteristics of good strategic performance that contribute to the overall performance of a successful company. We apply a framework of pragmatic constructivism in order to analyse and measure strategic performance. We use the model for performance measurement based on pragmatic constructivism for the more specific topics of measuring, assessing and analysing strategic performance as opposed to operational performance. This paper analyses the characteristics of strategic performance that successfully enhance the overall performance of the company. The purpose is to outline a framework for strategic performance measurement that can be used to guide and measure strategic leadership. The framework focuses on the concepts of coherence and coherence tracing as the basic concepts for strategic performance and thus the task for strategic performance measurement.     

基金特征、管理特性与基金绩效关系的实证研究

通过一个多元固定影响模型对基金绩效的影响因素——基金特征、管理特性进行了分析。研究发现,在列出的7大类22个影响因素中,上一年度的基金超额收益、折价率、单位净资产、基金经理从业经历以及市净率是与基金绩效最密切相关的因素。前3个因素给基金绩效带来显著的积极影响,后2个因素与基金绩效有显著的负相关性。当投资者进行投资决策时,除了上述5个因素外,还要注意基金年龄和周转率,其会对基金绩效产生消极影响。此外,基金绩效在样本观察期内也表现出了明显的持续性。     

Do trust and distrust in coopetition matter to performance?

It is widely acknowledged that firms intensely engage in coopetition (i.e., simultaneous cooperation and competition) and obtain unique benefits from such relationships. However, limited knowledge exists about how and when coopetition intensity leads to superior performance. Building on the theoretical work documenting that both trust and distrust are critical for enhancing performance in interfirm relationships, we address the aforementioned gap by looking into the distinct yet beneficial roles of trust and distrust in coopetition. More specifically, we argue that whereas trust likely serves as an intervening mechanism through which coopetition intensity enhances relationship performance, distrust positively influences the association between coopetition intensity and relationship performance. We test our hypotheses on a sample of 225 Swedish firms engaged in coopetition, and provide empirical evidence that trust and distrust play distinct yet important roles in achieving superior performance from coopetition.     

How Plant Managers' Experiences and Attitudes Toward Sustainability Relate to Operational Performance

Managers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well‐being and environmental issues, how these factors impact employee well‐being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well‐being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well‐being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.     

绩效考核政治性对个体知识共享行为影响的实证研究

随着组织政治和管理伦理成为理论界和实践界共同关注的热点问题,越来越多的学者开始研究管理者在绩效考核过程中的政治性操作对员工工作场所行为的影响.基于结构方程技术的实证分析发现,积极绩效考核政治性对员工知识共享行为具有显著正向作用,消极绩效考核政治性对员工知识共享行为具有显著负向作用;绩效考核政治性通过成就感知、个人兴趣、集体情感与责任动机的完全中介作用间接影响员工知识共享行为;绩效考核政治性与员工知识共享动机和行为之间的关系并不随着员工工作控制点的差异而变化.研究结论既具有理论价值,又富含管理启示.     

建立公平绩效评价的分值转换模型研究

有效激励的关键在公平,而公平激励的基础是准确的绩效评分。在国内外绩效评价理论向顾客、雇员、经营者和非财务化方向发展的同时,本文注意对传统绩效评分方法指标打分方面存在的局限性,提出了科学合理的绩效评分方法应该满足的三个必要条件,即绩效分值应连续取值、绩效分值与绩效数量成非线性关系、以及正指标和相关逆指标等价互换性等。进而建立了满足上述三个条件的绩效评分模型,同时,论文对该评分模型的参数和应用作了实际分析和测算。     

A Contrast of HRM and TQM Approaches to Performance Management: Some Evidence*

Using a survey, this paper provides information about the current state of performance management (appraisal) from a sample of UK‐based EFQM‐affiliated organizations. It particularly focuses on several critical issues of performance management in the context of TQM including: the effectiveness of TQM programmes; the rationale for performance management; degree of internal consistency between TQM assumptions and performance management systems; and the relationship among performance management, effectiveness of TQM programmes, employee satisfaction and overall organization performance. Although the fundamental precepts advocated by founders of TQM appear to be in conflict with performance management practices, however, the article argues that, rather than being contradictory, both can add value to the operations of the other in the interest of the organization as a whole. More precisely, the paper explains how a successful TQM strategy requires a rethinking and changing the organization's performance management system, otherwise it is highly likely to result in a disaster. To conclude, the survey evidence is used, combined with previous literature, to discuss the implications of these results for designing a contextually appropriate performance management for TQM and in the interest of the future research on TQM and HRM.     

Important considerations in using indicators to profile providers

The demand is accelerating for information about the clinical performance of providers. In the more competitive and value-sensitive marketplace that is already developing, purchasers (consumers, employers, and insurers) of health care services will require more information to better assess the relative value of providers' (professional and hospital) services. The cornerstone of a wise, value-based strategy in selecting health care services is careful assessment of each provider's performance based on detailed, quantitative data in the form of clinical indicators. The use of indicators to profile the comparative performances of providers allows purchasers to compare as well as to influence provider performance.     

Mitigating Inventory Overstocking: Optimal Order‐up‐to Level to Achieve a Target Fill Rate over a Finite Horizon

Service level agreements (SLAs) are widely adopted performance‐based contracts in operations management practice, and fill rate is the most common performance metric among all the measurements in SLAs. Traditional procedures characterizing the order‐up‐to level satisfying a specified fill rate implicitly assume an infinite performance review horizon. However, in practice, inventory managers are liable to maintain and report fill rates over a finite performance review horizon. This horizon discrepancy leads to deviation between the target fill rate and actual achieved fill rate. In this study, we first examine the behavior of the fill rate distribution over a finite horizon with positive lead time. We analytically prove that the expected fill rate assuming an infinite performance review horizon exceeds the expected fill rate assuming a finite performance review horizon, implying that there exists some inventory “waste” (i.e., overstocking) when the traditional procedure is used. Based on this observation and the complexity of the problem, we propose a simulation‐based algorithm to reduce excess inventory while maintaining the contractual target fill rate. When the lead time is significant relative to the length of the contract horizon, we show that the improvement in the inventory system can be over 5%. Further, we extend our basic setting to incorporate the penalty for failing to meet a target, and show how one can solve large‐scale problems via stochastic approximation. The primary managerial implication of our study is that ignoring the performance review horizon in an SLA will cause overstocking, especially when the lead time is large.     

Interdisciplinary, functional approach to quality review

Dramatic changes in the standards of the Joint Commission on Accreditation of Healthcare Organizations, as part of its "Agenda for Change," pose new challenges for health care managers. The goal of the "Agenda for Change" is to focus accreditation on the actual performance of important functions while continuously stimulating improvement in the organization's performance and outcomes of care. In 1994, seven important functions--improvement of performance, leadership, management of information, assessment of patients, education of patients and families, operative and other procedures, and treatment of patients--were identified by JCAHO. Performance, as defined by JCAHO, can be measured through observing specific dimensions, such as, availability, safety, timeliness, effectiveness, continuity, efficiency, and respect and caring. These are considered important elements in the determination of quality, value, cost, and patient outcome. In 1995, JCAHO identified 11 important functions--patient rights and organizational ethics, assessment of patients, care of patients, education, continuum of care, improving organizational performance, leadership, management of the environment of care, management of human resources, management of information, and prevention and control of infection. In addition each institution has the opportunity to decide by prioritization where it wants to devote resources. This article reports on one hospital's response to the new JCAHO initiatives.     

高绩效人力资源管理系统对新产品成功影响机制研究

本文以383家中国医疗器械生产企业调研数据为依据,实证研究了新兴市场企业高绩效人力资源管理系统对新产品成功的影响机制。由于新兴市场企业产品创新机制和发达国家不完全相同,在有效控制相关影响变量后,本文发现,动态能力对高绩效人力资源管理系统和新产品成功之间的关系起到部分中介作用;环境动态性对高绩效人力资源管理系统与新产品成功直接和间接关系以及总的关系存在显著负向调节作用。本文的研究丰富了新兴市场高绩效人力资源管理系统对组织创新影响的文献内容。     

Using Scorecards and a Lottery to Improve the Performance of Behavior Technicians in Two Autism Treatment Clinics

ABSTRACT

Performance scorecards are tools that measure staff performance across multiple criteria to produce a single, overall performance score, which can be used as feedback for employees. While scorecards are considered a low-cost and effective approach to improve performance, published research demonstrating the effectiveness of scorecards is limited. The current study attempted to first demonstrate the effectiveness of scorecard feedback to improve performance, then, evaluate the added effects of linking the scorecard feedback to a lottery. Current results suggest scorecard feedback can modestly improve average employee performance, and linking the scorecard to a lottery may result in further performance improvements.     

The Performance Effects of an Ability-Based Approach to Goal Assignment

Some organizations have begun to target their goal-setting method more closely to the ability levels of their employees. In this article, we report the results of a laboratory study of 138 undergraduate students, which shows that these “ability-based” goals are more effective at improving performance than a “one goal for all” approach, where everyone is assigned the same performance target. Results from repeated measure tests and other analysis of variance tests show that lower-ability individuals in the ability-based goal condition outperform those in the one goal for all condition. Lower- and moderate-ability participants in the one goal for all condition also experienced larger decreases in performance in later rounds.     

基于战略顾客行为的进入威慑策略研究

通过对先进入者的原始产品进行模仿创新,后进入者推出了模仿创新产品,这吸引了跨期选择购买时机以及产品类型的战略顾客,从而威胁了先进入者的领导地位。面对这种威胁,文中研究了先进入者采用产品升级策略的有效性,其中,对于整体化升级策略,先进入者能以等性价比、递增性价比、递减性价比等三种路径推出升级产品;而对于模块化升级策略,先进入者只能以递增性价比路径推出显性升级产品。结论表明:对于整体化升级策略,递减性价比升级路径更有助于先进入者在市场份额与利润方面保持持续领导地位;对于模块化升级策略,较高的模块化程度更能维护先进入者在市场份额方面的竞争优势,但对维护利润方面的竞争优势的潜在价值较低。     

Performance Measures for Selection of Metamodels to be Used in Simulation Optimization

This paper points out the need for performance measures in the context of simulation optimization and suggests six such measures. Two of the measures are indications of absolute performance, whereas the other four are useful in assessing the relative performance of various candidate metamodels. The measures assess performance on three fronts: accuracy of placing optima in the correct location, fit to the response, and fit to the character of the surface (expressed in terms of the number of optima). Examples are given providing evidence of the measures' utility—one in a limited scenario deciding which of two competing metamodels to use as simulation optimization response surfaces vary, and the other in a scenario of a researcher developing a new, sequential optimization search procedure.     

A Structural Analysis of the Effectiveness of Buying Firms' Strategies to Improve Supplier Performance

Many manufacturing firms have increased the amount of component parts and services they outsource, while refocusing on their core capabilities. Outsourcing parts and services to independent, external suppliers means that suppliers' performance is increasingly critical to the long‐term success of these buying firms. Buying firms are increasingly using disparate supplier development strategies to improve supplier performance including supplier assessment, providing incentives for improved performance, instigating competition among suppliers, and direct involvement of the buying firm's personnel with suppliers through activities such as training of suppliers' personnel. Using resource‐based theory, internalization theory, and structural equation modeling, we examine the impact of these supplier development strategies on performance. We conclude that direct involvement activities, where the buying firm internalizes a significant amount of the supplier development effort, play a critical role in performance improvement.     

Exposure to Psychological Aggression at Work and Job Performance: The Mediating Role of Job Attitudes and Personal Health

Despite the growing literature on workplace aggression and the importance of employee performance at work, few studies have examined the relation between workplace aggression and job performance. The purpose of this study was to investigate the relations between psychological aggression at work and two forms of job performance (task performance and contextual performance) and potential mediators of these relations. Based on Conservation of Resources theory and prior research, a model was developed and tested in which overall job attitudes (i.e., job satisfaction and organizational commitment) and overall personal health (i.e., physical and psychological health) fully mediate the relations between exposure to psychological aggression at work and both task performance and contextual performance. Data were obtained from a national probability sample of US workers (N = 2376) and the model was tested using structural equation modelling. The results supported the hypothesized model, demonstrating that exposure to psychological aggression at work negatively predicted both task performance and contextual performance, and that these relations were explained by decrements in job attitudes and health associated with exposure to psychological aggression at work.     

How to ensure that headquarters add value

Over the last few years many international corporations have started to restructure their organizations fundamentally by redistributing management tasks and creating small, market-oriented units. However strong the centrifugal forces were, the core task in restructuring these corporations was: how to redesign the corporate centre. The design of the corporate centre is of major importance for the performance of corporations. Corporate Centres can actively improve the performance of their business units, for instance by defining performance targets or by providing shared resources. On the other hand headquarters are frequently accused of being bureaucratic liabilities which make no contribution to corporate success. This problem has grown in recent years as organic growth, internationalization, and an increasing number of mergers and acquisitions have generated new co-ordination problems. These developments have given new priority to the question of corporate centre organization. What is required is the definition of an effective role for the centre and the establishment of central units with efficient scope and size. This article discusses both tasks in the light of current and future requirements for corporate centre organization.