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Understanding Process Performance Measurement Systems

., & Frolick, M. N. (2008). Critical success factors in business performance management—Striving for success. Information Systems Management, 25(2), 113-120. Attaran, M. (2004). Exploring the relationship between information technology and business process reengineering. Information & Management, 41(5), 585-596. Atkinson, A. A. (1998), Strategic Performance Measurement and Incentive Compensation, European Management Journal , Vol. 16, No. 5, Oct, pp. 552-561. Atkinson, A., Waterhouse, J., Wells, R

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Does Performance-Based Budgeting Have a Correlation with Performance Measurement System? Evidence from Local Government in Indonesia

References [1] Achyani, F., Cahya, B.T., 2011. Analysis of Rational Aspects in Public Budgeting on the Effectiveness of Performance-Based Budgeting Implementation at Government of Surakarta. MAKSIMUM, 1(2), pp.68-77. [2] Ahyaruddin, M., Akbar, R., 2017. Indonesian Local Government’s Accountability and Performance: The Isomorphism Institutional Perspective. Journal of Accounting and Investment, 19(1), pp.1-11. [3] Akbar, R., Pilcher, R. A., and Perrin, B., 2015. Implementing performance measurement systems

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Analysis of business process maturity and organisational performance relations

References 1. Adler, P., McGarry, F., Irion-Talbot, W., Binney, D. (2005), Enabling process discipline: lessons from the journey to CMM Level 5 , “MISQ Executive” Vol. 4, Iss. 1, pp. 215-227. 2. Antoniol, G., Gradara, S., Venturi, G. (2004), Methodological issues in a CMM Level 4 implementation. Software Process, “Improvement and Practice” Vol. 9, Iss. 1, pp. 33-50. 3. Baird, K., Hu, K.J., Reeve, R. (2011), The relationships between organisational culture, total quality management practices and operational performance , “International

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A feedback culture for a performance culture

References Brown, A. (1998), Organizational Culture Second Edition, Financial Times Prentice Hall, pp. 3. Buchanan, D., Huczynski, A., 2004, Organizational Behaviour, an introductory text, Financial Times Prentice Hall, pp. 234. Cameron, S. (2001), The MBA Handbook, Financial Times Prentice Hall, pp. 149-154. Carter, E. M. A., McMahon, F. A. (2005), Improving Employee Performance through workplace coaching, Kogan Page, pp. 53-57. Cooke, R. A.; Szumal, J. L.(2000), Using the

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Statistical Evaluation Of Work Performance Factors

REFERENCES Armstrong, Michael. (2007) Řízení lidských zdrojů. 10 th ed. Praha: Grada Publishing. 802 p. ISBN 978-80-247-1407-3. Bol, Jasmijn, C. (2011) The Determinants and Performance Effects of Managers′ Performance Evaluation Biases. Accounting Review [online]. vol. 86, no. 5 [cit. 2015-6-1]. ISSN 0001-4826. Available from: Covey, Stephen R. (2008) 8. návyk. Od efektivnosti k výjimečnosti. Praha: Management Press. ISBN 978-80-7261-138-6. Covey, Stephen R. (2009) 7 návyků skutečně

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Performance Management Systems – Proposing and Testing a Conceptual Model

6. References Armstrong, M. (2009). Armstrong’s Handbook of performance management: an evidence-based guide to delivering high performance . Kogan Page Publishers. Bartels, A. Global Tech Market Will Grow By 4% In 2018, Reaching $3 Trillion . Forrester. [online] Available: , [Acceses 22.04.2019]. Bourne, M., & Bourne, P. (2012). Handbook of corporate performance management . John Wiley & Sons. Davis, S

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Organizational Ambidexterity, Exploration, Exploitation and Firms Innovation Performance

alone: Alliance network composition and startups’ performance in Canadian biotechnology. Strategic Management Journal, 21(3), 267-294,<267::AID-SMJ89>3.0.CO;2-8 Benner, M. J., & Tushman, M. (2002). Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 47(4), 676-707, Bierly, P. E., & Daly, P. S. (2007). Alternative knowledge strategies, competitive environment

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Influence of Modern Process Performance Indicators on Corporate Performance — the Empirical Study

Introduction Corporate performance management presents a way of motivation and management by objectives characterised using quantitative performance indicators. Besides the application of traditional methods in business, successful economic development and market environment development also require the application of new modern methods adapted to contemporary market needs. One modern approach is based on corporate performance evaluation by measuring the performance of internal processes ( Sujová, 2013 ). Business processes are objects of the process approach

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Talent Management, Employee Recognition and Performance in the Research Institutions

7.References Ali, A. J. & Shedlock, F. E., (2010). Talent Management In The Arab World. In: R. A. Oglesby, I. H. Paul LeBlanc & M. G. Adams, eds. Global Business Perpectives. 1 ed. s.l.:The International Academy of Business Disciplines: 350-354. Brun, J. P. & Dugas, N., (2008). An analysis of employee recognition: Perspectives on human resources practices. The International Journal of Human Resource Management, 19(4): 716-730. Budworth, M. H., p.Latham, G. & Manroop, L., (2014). Looking Forward to Performance Improvement: A field Test of The

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Measuring Firm Performance: Testing a Proposed Model

5. References Anderson, R. C., & Reeb, D. M. (2003). Founding-family ownership and firm performance: evidence from the S&P 500. The journal of finance , 58 (3), 1301-1328. Artz, K. W., Norman, P. M., Hatfield, D. E., & Cardinal, L. B. (2010). A longitudinal study of the impact of R&D, patents, and product innovation on firm performance. Journal of product innovation management , 27 (5), 725-740. Bhagat, S., & Bolton, B. (2008). Corporate governance and firm performance. Journal of corporate finance , 14 (3), 257-273. Bharadwaj, A. S

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