Dit artikel bespreekt de relatie tussen organisatiecultuur en performance management. De auteurs stellen dat gedrag niet op zichzelf staat, maar wordt gevormd door onderliggende waarden en overtuigingen. Om performance management in de praktijk succesvol te laten zijn, moet het worden opgenomen in de organisatiecultuur. Onderzoek van De Waal (2003) laat zien dat de vier gedragsaspecten; verantwoordelijkheid, managementstijl, actiegerichtheid en communicatie van belang zijn voor goed performance management. Ten slotte wordt in het artikel nader onderzoek aangekondigd naar de cultuurelementen in het Cultuur-arenamodel van Straathof (2009) die van invloed zijn op het invoeren en toepassen van performance management.
DOCUMENT
USE conference paper.Ever since the mid-1970s a multitude of studies linking corporate sustainability performance (CSP) measures and financial performance measures have been conducted. Until today a plethora of corporate sustainability performance measures heve been developed. A universally accepted CSP definition of construct does not (yet) exist. Since we don't exactley know what CSP entails, CSP measures should (at least) be considered conceptually flawed for that matter. These measures may measure CSP, but it cannot e excluded that other (overarching) phenomena are measured. There are leads suggesting that CSP measures are reflections or representations of corporate culture, suggesting that corporate culture drives FP. If so, managers should not focus on increasing CSP to boost FP, but create a high culture for sustainability If corporate culture drives financial performance, the investment community can also benefit through improving its decision making processes by including CSP measures that reflect corporate culture.
DOCUMENT
Research conducted by the Research Group Study Success indicates that many students experience performance pressure. In addition, we’ve noticed an increase in performance pressure in recent years. A little bit of performance pressure can be a good thing: it can facilitate concentration or hitting your deadlines. Are you feeling pressured over extensive periods of time, or are you experiencing stress, lack of sleep, or decreased concentration due to concerns about delivering on performance? Then it is probably a good plan to spring into action. With this info sheet we will explain what performance pressure entails, what causes it, and we will offer suggestions on how to handle performance pressure.
DOCUMENT
Over the last five years, I have found myself circling around four key concepts: Performance. Philosophy. Animals. And Equality. And I have found myself thinking in and with circles. It began with the various references to circles we can find in the philosophy of Henri Bergson - in his idea of the field of attention as the distance between the two points of a compass (Bergson 2014); in his imagining of an expansive centrifugal movement that might turn a closed society into an open one (Bergson 2002); and in the role he gives to embodied practice to ‘break the circle’ of the given in which rationality or only an intellectualised notion of what counts as thought traps us (Bergson 1911). I found the circle again in the so-called ‘non-philosophy’ of Francois Laruelle (2011) – in his critique of the vicious circles and circular arguments of standard philosophies of art - including dance. But I also found the circle of anthropocentrism. I found the circle at the circus - a circle that calls upon us to consider all that goes on behind the scenes in order to produce performing animals anthropocentrically. I began to consider what role performance could play in displacing the human from the centre of values through a process of animalisation. Consider philosophy an expanding circle. Consider performance an expanding circle. The etymology of the English word centre (n.) – comes from the Latin centrum, originally the fixed point of the two points of a drafting compass, and from the Greek kentron meaning “sharp point, goad, sting of a wasp”. The centre is a middle point of a circle: the point around which something revolves. But the centre is also pointed and sharp – that which goads moving bodies in a particular direction. The goad is a traditional farming implement: a spiked stick used to spur or guide livestock; for instance, to round up cattle. The elephant goad or bullhook, is a tool employed in the training of elephants. It consists of a metal hook attached to a handle. The Greeks, we are told, used the phrase “kicking against the goad” as a proverb to teach us of the foolishness of resistance against a powerful authority: those who place themselves at the centre. The underlying ontology that informs all this work can be summed up in the words of Octavia Butler: All that you touch. You Change. All that you Change Changes you. The only lasting truth Is Change. (To which we might add the footnote that truth itself changes) (Butler 1993: 3). How to think alongside dance or movement as change - understood via Bergson (amongst others) as alteration or qualitative becoming (rather than spatial transition); how to think alongside the world as movement, as change; how to dance the thought of change as a changing thought…? These are my recurring questions. The questions that keep circling back to me and through me. In this text, I will rehearse a thinking that dances the relations between performance, philosophy, animals and equality according to the figure of the circle. To think with dance and dance with thought in relation to nonhuman animals and the question of equality – understood as an ontological, epistemological, aesthetic, political and ethical question. Equality (and inequality) is a matter of how to think the fundamental nature of and relations between dance, thought, and interspecies being as our so-called ‘objects’ of enquiry. Especially within philosophies of immanence – there is an appeal to the equality of the Real, to an evenness or levelling of what is beyond hierarchized binaries between mind and body; matter and spirit; this world and some transcendent realm. Equality is a question for knowledge itself: the critique of authority and the pursuit of equality within knowledge-production; and to the hierarchies between ways of knowing. Equality is an issue for arts and more widely for aesthetic experience: who is making art for whom and from what point of view, whose aesthetic interests are taken into account and how is experience ordered to centre and give priority to some over others. Equality is linked to paying attention, to how attention is distributed and how it can be practiced in more or less exclusive and expansive ways. And of course, equality is a fundamental subject for politics and ethics. Let’s do this dance together. Step by step. Step 1: from the application of philosophy to the Real, to the emergence of philosophy from it. Step 2: from the application of philosophy to performance, to the practice of a performance philosophy. Step 3: from the judgment of animal capabilities according to human standards for what counts as ‘proper’ performance and philosophy to ‘animal performance philosophy’ as the animalization of performance and philosophy. Step 4: from the application of a universalized notion of the standard human to denigrate both human and nonhuman animals to a solidarity based on attending to the shared logic of speciesism, racism and ableism. Step 5: Towards radical equality as a performative praxis of thought. And yet, we cannot move towards equality ‘step by step’. We cannot move towards equality step by step because there can be no step-by-step guide to what it means to practice it in a given context. ‘Openness is a necessarily vague formulation that requires continual creativity to fill out its content in any one situation; one should see it as a moving position with no essence’ (Mullarkey 2012: 70). And we cannot move towards equality step by step, because it’s all or nothing. As Etienne Balibar says: Equality in fact cannot be limited. Once some X’s (“men”) are not equal, the predicate of equality can no longer be applied to anyone, for all those to whom it is supposed to be applicable are in fact “superior”, “dominant”, “privileged”, etc. Enjoyment of the equality of rights cannot spread step by step, beginning with two individuals and gradually extending to all: it must immediately concern the universality of individuals…This explains… the antinomy of equality and society for, even when it is not defined in “cultural”. “national”, or “historical” terms, a society is necessarily a society, defined by some particularity, by some exclusion, if only by a name (Balibar 2016: np). Equality will always remain exclusive if it moves step by step – expanding the circle of equality or ethical consideration to previously ostracized groups. Such a dance of thought also fails to understand the actuality of intersectional identities and interdependence. And for sure we will not reach radical equality with reasoning or intellectual exertion. As John Mullarkey suggests: ‘We can only understand equality through a performative thought, a movement or vital action rather than an intellectualist representation of it’ (Mullarkey 2012: 63). To which I might add: We do not need a philosophy of radical equality, we need to practice radical equality as a performance philosophy. Or again, the only way we can develop our understanding of radical equality is through its performative praxis. This is not going to be easy or simple. We are going to make mistakes, we are going to fall flat on our faces. Perhaps, following choreographer Amanda Piña, we should not call this a performance but a rehearsal (Piña 2017)1). So, there can be circles we want to dance as well as those we want to escape. But for the most part here our focus will be on the movements and practices that break or escape circles – whether in terms of methods that allow us to break out of the circularities of traditional philosophical analysis; or the practices that break open the circle of the “we” who are equal as always constituted through exclusion. In contrast, what we are speculatively choreographing – alongside Bergson and performance - is a movement of opening to openness (Mullarkey 2012: 69)2). In this particular rehearsal of work-in-progress thinking, my concern is with intersectional, interspecies performative praxis as a means to break out of the circularity of thought when it is reduced to a universalizing, anthropocentric and ableist intellectualism with the white, male, non-disabled subject of reason as the centre of values. My larger project is concerned with how the relationships between performance and philosophy, humans and nonhuman animals are performatively enacted and with how we can move towards what we might describe as a ‘radical equality in thought’ rather than remaining trapped in the circularity of a philosophy of performance, an anthropocentric model of performance, and a universalizing approach to animal performance philosophy. This text is in three parts.
DOCUMENT
From the article: With increasing investments in business rules management (BRM), organizations are searching for ways to value and benchmark their processes to elicitate, design, accept, deploy and execute business rules. To realize valuation and benchmarking of previously mentioned processes, organizations must be aware that performance measurement is essential, and of equal importance, which performance indicators to apply to the performance measurement processes. However, scientific research on BRM, in general, is limited and research that focuses on BRM in combination with performance indicators is nascent. The purpose of this paper is to define performance indicators for previously mentioned BRM processes. We conducted a three round focus group and three round Delphi Study which led to the identification of 14 performance indicators. Presented results provide a grounded basis from which further, empirical, research on performance indicators for BRM can be explored.
LINK
Various tools for safety performance measurement have been introduced in order to fulfil the need for safety monitoring in organisations, which is tightly related to their overall performance and achievement of their business goals. Such tools include accident rates, benchmarking, safety culture and climate assessments, cost-effectiveness studies, etc. The current work reviews the most representative methods for safety performance evaluation that have been suggested and applied by a variety of organisations, safety authorities and agencies. This paper discusses several viewpoints of the applicability, feasibility and appropriateness of such tools, based on the viewpoints of managers and safety experts involved in a relevant research that was conducted in a large aviation organisation. The extensive literature cited, the discussion topics, along with the conclusions and recommendations derived, might be considered by any organisation that seeks a realistic safety performance assessment and establishment of effective measurement tools.
DOCUMENT
From the article: "After 1993, the concept of strategic alignment is evaluated from the connection between IT and business to much broader definitions in which the connection between all business functions, horizontally and vertically, and later also with projects and stakeholders is mentioned. To achieve stategic alignment there must be a coordination between the strategy of organizations and those who contribute to the implementation of the strategy and the actual performance of an organization. This process is called Human Oriented Performance Management (HOPM). The HOPM model consists of four dimensions: strategy translation, information and visualization, dialogue and action orientation, and continues improvement and organizational learning. To measure the effect of strategic alignment a range of financial performance indicators are used. Based on a literature review this paper explores which financial performance indicators could be used to measure the effect of HOPM. The literature was selected over a period from 1996 – 2015. The research is not only focused on the top of the strategy map, but also on the cause-effect relationships in the strategy map. The underlying performance indicators in the strategy map can show on which figures the dialogue in the HOPM model about strategy implementation must be based. This dialogue is the input to action in which strategic alignment comes about. The goal of the research is to optimize this dialogue by looking for performance indicators that can show the effect of HOPM" The article is used for the course: 'corporate policy' minor MSMM (Masterclass Strategic Marketing Management).
DOCUMENT
Purpose The purpose of this paper is to synthesize the fragmented literature on organizational citizenship behavior (OCB), leader–member exchange (LMX), learning, innovative work behavior (IWB) and employee performance across different countries, disciplines and organizations, thereby broadening the literature breath and making gap identification comprehensive. Second, it provides information on how much studies have been concentrated on Africa with the goal of provoking scholarly work in a unique cultural setting on the interrelatedness of these concepts. Design/methodology/approach Relevant literature search was undertaken using key search terms, “employee performance,” “OCB,” “LMX,” “IWB,” “individual learning” and “team learning.” Findings The findings show positive relationships between the behaviors and employee performance. They also reveal an interesting diversity in the study across multidisciplinary fields holding both cultural and contextual significance for academia and practitioners. Research limitations/implications – The limitation of literature to peer-reviewed journals from the authors’ university library might have missed important information not in this domain. Further studies must make use of additional search terms and engines excluded from this study to provide a more comprehensive analysis. Practical implications The paper has important managerial implications for practitioners. The analysis can support the understanding of employee performance from a broader and more diverse view points; and help in providing insight into real-life opportunities, constraints and solutions in enhancing performance management. Originality/value – This systematic literature review highlights important knowledge gaps which need to be explored especially in the African and Ghanaian contexts.
DOCUMENT
10 tips to improve study performance by gaining focus and getting less distracted. These tips have been compiled on the basis of scientific insights from cognitive psychology, neuropsychology and educational science and from our own research into stress, engagement and study performance.
DOCUMENT
