Speed and Accuracy of Data Analysts' Behavior Using Methods of Equal Interval Graphic Data Charts,Standard Celeration Charts,and Statistical Process Control Charts

Abstract

In response to a debate concerning effectiveness of alternative data handling methods in the hands of experts, the exploratory research reported here was conducted. Experts worked individually except for the SPC expert who was assisted by another expert. Two equal interval graphing experts, two standard behavior or celeration charting experts, and one team of SPC experts were presented with four sets of data that they graphed one point at a time. Their task was to plot, analyze, and identify the location of an intervention within each data set. A total of N = 8 series were plotted and analyzed by each analyst. Average percent of interventions correctly identified by equal interval, celeration, and SPC chartists were respectively, 63%, 32%, and 25%. Rank order of mean hours spent on the exercises was from fewest to most hours, celeration chartists, equal interval chartists, and charting SPC charting team. Regardless of method used, poorer quality baseline data in data series resulted in poorer performances among chartists. Implications are discussed in terms of future research into charting behavior and practical consequences of establishing or failing to establish “good” baseline control prior to introducing interventions in the OBM tradition.     

The relationship between safety–production conflict and employee safety outcomes: Testing the impact of multiple organizational climates

Safety research is understandably dominated by studies examining the impact of organizational safety climate. Yet, other climates (e.g. service climate; productivity climate) that may also influence safety-related outcomes are rarely concurrently studied. Consequently, questions regarding how different organizational climates simultaneously affect employee safety attitudes and behaviours largely remain unanswered. Multilevel data collected from public transit employees indicated that safety–production conflict (SPC) was negatively related to accident-reporting attitudes and behavioural safety compliance. As expected, among employees in workgroups exhibiting a positive safety climate, the negative effect of SPC on behavioural safety compliance was attenuated. Moreover, a positive customer service climate reduced the negative effects of SPC on reporting attitudes; on the other hand, this relationship was exacerbated among workgroups with a high-productivity climate (i.e. those emphasizing on-time performance). The need for considering multiple aspects of an organizational climate is discussed in light of these results.     

Due Date Assignment,Job Order Release,and Sequencing Interaction in Job Shop Scheduling*

Depending on the techniques employed, the due date assignment, release, and sequencing procedures in job shop scheduling may depend on one another. This research investigates the effects of these interactions with a simulation model of a dynamic five-machine job shop in which early shipments are prohibited. Performance of the system is measured primarily in terms of the total cost (work-in-process cost, finished goods holding cost, and late penalty) incurred by the shop, but a number of non-cost performance measures are also reported. The results support existence of a three-way interaction between the due date, release, and sequencing procedures as well as interaction between shop utilization and procedure combination. Statistical tests are used to identify those rules that perform best both overall and in combination with other rules.     

A COMPUTER-BASED METHOD FOR PREDICTING TRANSIT TIME PARAMETERS USING GRID SYSTEMS

This article reviews a computer-based method to predict transit time parameters (mean and variance) from historical data for use in logistics planning analysis. Efficient use of the data depends on relating it to a grid system of the United States. Performance of the technique on a sample of shipments by four methods of transportation is compared to a system based solely on highway distance. The techniques perform equally well for average transit time (speed). The grid system method demonstrates superior predicting power for reliability (transit time variance). Use of the system in daily operations is also anticipated.     

Improving the Quality of Hotel Banquet Staff Performance

The banquet staff at a north Texas hotel were responsible for setting up 11 different functions for conferences and meetings. The functions were often set up late and items were often omitted. An analysis suggested that performance problems were Ihe result of weak antecedents, inefficient work procedures, inadequate training, and weak performance contingencies. A treatment package consisting of task checklists, feedback, goal setting, monetary bonuses for quality performance, training and job aids was designed to enhance the accuracy and timeliness of function setups. Performance increased from an average of 68.8% on a quality measure (accuracy plus timeliness of setups) in baseline to 99.7% during the treatment phase. Performance decreased to 82.3% during a second baseline phase in which the intervention was discontinued by hotel management. Performance increased to 99.3% with the reintroduction of the treatment package. Customer satisfaction ratings of banquet setups and service were high during the interventions. Treatment effects are discussed with respect to rule-governed behavior.     

Using the Vantage Analysis Chart to Solve Organization-Wide Problems

Organizations are extremely complex and Performance Engineers can quickly become overwhelmed with all of the information available in even the smallest of systems. The Vantage Analysis Chart (VAC) was designed to help Performance Engineers analyze such information in an orderly and useful fashion. The VAC has six different vantage points from which to analyze an organization: philosophical, social, organizational, departmental, and individual outcomes and individual activities. This article shows Performance Engineers how to target their investigations to gather information at all vantage levels, to use the information to analyze problems and to develop interventions consistent with the values at all levels of vantage.     

Performance and risk management

Abstract

Performance and risk management are seen by some as two ends of the same spectrum. Performance measurement and management is about steering an enterprise towards a profitable and viable future, whilst risk management is about avoiding the pitfalls that can overwhelm and ultimately put an enterprise out of business. But should the functions and processes of performance measurement and management be integrated with those of risk management? What are the consequences of this integration? How should this be done in practice? In this editorial we briefly chart the debate between those who propose it is important to keep the functions separate and those who advocate integration before presenting the empirical research that informs this conversation.     

Methodological Challenges Posed by Measures of Performance

Performance measures are everywhere, but they are filled with errors, and these errors are likely to cause faulty inferences. We should distrust performance measures, but we cannot ignore them because they are powerful motivators that can produce dramatic improvements in human and organizational performance.     

测量系统的质量监控技术

在制造业中,测量系统是保证和提高产品质量的必需技术手段。本文提出了将统计过程控制(SPC)技术应用于监控测量过程的思想,首先指出了测量过程与一般生产过程之间的差异,并建立了测量过程的一般模型;在此基础上,引入了监控测量过程的同分布原则和实现技术,并给出了实证分析。     

The Courage Factor: Living People-Based Leadership by Geller,E. S. & Veazie,B

We adapted the Performance Diagnostic Checklist to analyze the environmental events contributing to safe and at-risk behaviors by employees in organizations. We then used the resulting tool, the Performance Diagnostic Checklist–Safety (PDC-Safety), to identify variables contributing to unsafe equipment usage by 3 members of a landscaping crew at a private university. Based on PDC-Safety results, an intervention consisting of graphic feedback was implemented. The intervention increased safe performance for all participants.     

Business Performance Analytics: exploring the potential for Performance Management Systems

Business Performance Analytics (BPA) entails the systematic use of data and analytical methods (mathematical, econometric and statistical) for performance measurement and management. Although potentially overcoming some traditional diagnostic issues related to Performance Management Systems (PMS), such as information overload, absence of cause-effect relationships, lack of a holistic view of the organisation, research in the field is still in its infancy. A comprehensive model for operationalising analytics for diagnostic and interactive PMS is still lacking. Adopting an action research approach, this paper addresses this gap and develops a five-step framework applied to a company operating in the construction industry. The results show that in addition to encouraging dialogue, BPA can contribute to identifying critical performance variables, potential sources of risk and related interdependencies. A number of critical issues in implementing data-based approaches are also highlighted, including data quality, organisational competences and cultural shifts.     

Operational Productivity,Corporate Social Performance,Financial Performance,and Risk in Manufacturing Firms

We examine the relationship between Operational Productivity (OP), Corporate Social Performance (CSP), Financial Performance (FP), and risk. Our sample frame comprises 476 firms in nine US manufacturing industries during the period 1999–2009. We employ DEA‐based measures for OP and CSP, two operationalizations for FP to reflect current profitability and market value, and two operationalizations for risk to reflect bankruptcy risk and stock price volatility. We confirm that OP is essential for good financial performance and reduced risk (as expected), but the main effects of CSP are mixed. Importantly, we find that OP moderates the CSP–FP and CSP–risk relationships. Specifically, if OP is poor, CSP is of limited benefit to FP or risk. However, at or above a threshold level of OP, firms can use CSP to build upon it to yield further improvements in FP and reductions in risk. We discuss the implications of our findings for theory and practice.     

Objective Performance Feedback: Is Numerical Accuracy Necessary?

Performance feedback is ubiquitous in Organizational Behavior Management (OBM); yet its essential components are still debated. It has been assumed that performance feedback must be accurate, but this assumption has not been well established. Two experiments were carried out to research feedback accuracy. Experiment 1 was a single-subject design where performance feedback accuracy was manipulated. Results from Experiment 1 suggested feedback may not need to be accurate to improve performance prompting a follow-up study. Experiment 2 was a repeated measures between-groups design with three types of objective feedback: accurate, high (triple) and low (1/3) inaccurate, and no feedback control. Both accurate and tripled feedback significantly improved performance over the control and low-inaccurate feedback groups. Performance feedback may have reduced time off-task across all three feedback conditions compared to the control. Data from performance feedback research need multi-faceted analysis to fully understand how and why performance feedback changes behavior.     

Planning a cost-effective cellular manufacturing process—a case study

The drive key is one of the most important high-precision components of aircraft braking systems. In this paper, a cost-effective drive key manufacturing process is developed. This proposed manufacturing process makes use of near net shape manufacturing, CNC machining, and cellular manufacturing methods. To make the proposed process a reality, proper engineering changes of the parts along with group technology are applied to the product design, in conjunction with the pro posed manufacturing methods. In addition, a general spread sheet program is developed for each style of fixture module to assist in part program coding. Moreover, statistical process control (SPC) is implemented to verify product quality and accept the product at the point of manufacture. It is observed that the implementation of the proposed drive key cellular manufacturing process results in a tremendous improvement in quality, throughput and productivity as well as a drastic reduction in manufacturing operations, workholding fixtures, cutting tools, and inspection media.     

绩效考核对员工反伦理行为的影响:研究综述与未来展望

绩效考核作为一种有效的管理方法一直受到组织高度重视,但各种组织都不同程度的存在着因绩效考核引起的管理伦理问题,而且它们是相互影响的。国外对这方面的研究已有几十年的积累,而国内的相关研究才刚刚起步。本文首先回顾了国内外有关绩效考核对员工反伦理行为影响的相关研究,然后就未来的研究方向提出了看法和建议。     

Do these guys know why they're applauding?

Contained in Title IV, Section 6102, of the Omnibus Budget Reconciliation Act of 1989 are more than 21 pages of legislative language designed to require the Health Care Financing Administration (HCFA) to set all physicians' fees for services delivered under Part B of Medicare commencing January 1, 1992, and phased in over the following four years. In addition, balance billing dollar limits keyed to the regulated rates are set forth, as are "Volume Performance Rates of Increase," a reincarnation of a vehicle previously known as "Expenditure Targets."     

The compressed work week as organizational change: behavioral and attitudinal outcomes

The results from recent studies on the compressed work week have been compiled and categorized in order to provide some basis for generalizing the effects of the work schedule on employee attitudes and behavior. It appears that attitudes toward the compressed week are favorable, with some generalization to job attitudes. Performance outcomes are ambiguous, although there are no reported decreases; fatigue seems to be the only negative aspect of the longer day. An examination of mediating variables suggests more complex relationships between the implementation of the compressed work week and potential outcomes. These relationships are described and directions are indicated for future research.     

University Quality and Labour Market Outcomes in Italy

Abstract. This paper uses proxies for university quality derived from Performance Indicators to evaluate the impact of university quality on the early labour market outcome of a cohort of recent Italian graduates. Institutional research quality is found to have a negative effect on the probability that both male and female graduates will be overeducated. Additionally, research inputs are positively related to men's wages. In contrast, teaching quality does not appear to enhance students’ economic success.     

基于因子分析法的民营企业“两级三维”绩效指标矩阵模型构建与应用研究

民营企业的绩效问题一直倍受业界和学者的关注,但实践中依然存在许多难点.本文基于民营企业部门绩效考核管理实践,提出了民营企业绩效考核的关键问题;在此基础上,针对部门绩效考核指标提取难、执行难等问题,创新性地提出了"公司--部门(中层)"、"管理--执行"间左右互动、层层分解的两级三维指标矩阵模型,并利用因子分析法构建模型对部门二级(B类)绩效指标的提炼进行了实证分析.本文所提出的两级三维指标矩阵模型已经在实证中得到了检验,充分证明了其应用价值.     

Countermeasures for night work performance deficits: The effect of napping or caffeine on continuous performance at night

Napping and caffeine consumption, two common strategies for improving alertness and performance on the night shift, were investigated in two separate studies. Performance was measured with a simulated assembly line task (SALT) during a single night work shift. Both strategies proved beneficial. Performance and subjective alertness were improved following either a 2.3-h evening nap or ingestion of caffeine (4 mg/kg) prior to the work shift. The effects were noted particularly at the trough of circadian alertness. Although neither napping nor caffeine countered the strong circadian influence on performance and alertness in the early morning hours, both strategies attenuated their sharp decline. Further research is required to determine the generalizability of these findings beyond a single night shift and in different populations of workers, such as older age groups, or chronic caffeine users.