During recent years the world has seen rapid changes such as globalization, the Internet, and the rise of new economies. To survive these changes organizations need to be in control of their processes, and be able to continuously improve the process performance. Therefore many organizations are increasingly adopting Business Process Management (BPM). However, it is not clear if the implementation of BPM(S) is really adding value to an organization. Consequently, in this paper, we try to answer the following research question: 'Does adoption of Business Process Management lead to a higher process performance?' Based on quantitative research we show that there is dependence between the performance of processes within an organization and the BPM maturity of that organization. As a result we conclude that improvement in process performance can be attained by increasing the BPM maturity of an organization.
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.
Purpose – The hospitality industry creates a distinctive context in which learning takes place. The industry’s international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry. Design/methodology/approach – The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees. Findings – It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance. Originality/value – Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.
In September 2018 a gaming dashboard is implemented and reviewed on effect at Jan de Rijk, Gebroeders Versteijnen and Merba. The dash board should give insight in the individual and team performance of employees in the their work processes through a gamesome modern visualisation‘In what way is it possible to design and apply ‘game design techniques’ and ‘game elements’ in performance dashboards, so that employees are constantly motivated to improve productivity, quality and safety of their individual proceedings and learning, so that the investment in gamification is profitable?’
