Providing the Applicable Model of Performance Management with Competencies Oriented

Anvari, Ahmadreza Fazel; Soltani, Iraj; Rafiee, Mohammad

doi:10.1016/j.sbspro.2016.09.024

Cited by 14 publications

(11 citation statements)

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“…Baum (2007) argued that success of such enterprises depends on several factors, such as renewal, direction and management of the human resources, human resource training, reward, recognition and evaluation of human resources and human resource support through continuing learning and career development. Competencies are associated with the employee's characteristics leading him/her to perform efficiently in his/her work (Anvari et al, 2016). These characteristics include skills, knowledge, trends, motivation and behaviour (Nikolajevaite & Sabaityte, 2016).…”

Section: Employees' Competencies and Organisational Performancementioning

confidence: 99%

“…Moreover, competencies are central to organizations' competitiveness (Trivellas, Akrivouli, Tsifora, & Tsoutsa, 2015). Through such competencies, companies are able to increase efficiency, achieve the objectives and implementation of their strategies (Osei & Ackah, 2015), improve productivity, quality and decision-making (Zaim, Yaşar, & Ünal, 2013) and eventually improve performance (Anvari et al, 2016). Spencer and Spencer (1993) concluded that competencies comprising achievement orientation, teamwork and cooperation and analytical thinking have a great influence on organizational performance.…”

Section: Employees' Competencies and Organisational Performancementioning

confidence: 99%

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Nepotism, employees’ competencies and firm performance in the tourism sector: A dual multivariate and Qualitative Comparative Analysis approach

2018

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The paper identifies the critical competencies affecting Egyptian travel agents' performance while assessing the negative influence of nepotism on such competencies. To address this aim, the study uses a holistic dual approach employing a multivariate technique using Partial Least Squares Structural Equation Modelling (PLS-SEM) and a configuration method through a fuzzy-set Qualitative Comparative Analysis (fsQCA). Based on a sample of 500 travel agents' employees, the results show that: (1) none of the competencies is sufficient to drive travel agents' performance, (2) two distinct configurations of employee competencies are likely to result in high performance, and (3) nepotism has a direct negative influence on some of these competencies. The study holds important implications for both theory and practice.

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Section: Employees' Competencies and Organisational Performancementioning

confidence: 99%

Section: Employees' Competencies and Organisational Performancementioning

confidence: 99%

Nepotism, employees’ competencies and firm performance in the tourism sector: A dual multivariate and Qualitative Comparative Analysis approach

2018

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“…As explained by Anvari et al (2016), the shortcomings of factors such as efficiency, effectiveness, productivity and performance of an organisation could deteriorate the expected value creation. The authors further mention that by defining and monitoring key performance indicators (KPIs), an organisation can eventually excel in its operations.…”

Section: Introductionmentioning

confidence: 99%

A performance measurement model for the housekeeping services in healthcare facilities

Ginthotavidana

Waidyasekara

2021

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Purpose The purpose of this study is to develop a customised model to measure the performance of housekeeping (HK) services in Sri Lankan health-care facilities. Design/methodology/approach An exploratory sequential mixed approach was adopted in the study to collect and analyse data. A case study strategy was adopted in the initial phase to explore the current HK practices, and to determine the applicable key performance indicators (KPIs) found through literature. Semi-structured interviews were used as the data collection method in the selected case studies. A questionnaire survey was conducted in the next phase to verify the validity of case study findings. Quantitative data were analysed using descriptive statistics. One sample t-test was used to identify significant KPIs and to formulate the customised performance measurement (PM) model. Findings The study identified and ranked 46 KPIs, which can be used to measure the performance of HK divisions of health-care facilities, in balanced scorecard perspectives. The findings also revealed that the KPIs determined using the model have a significant impact on implementing effective health-care HK services and could be used to measure both real and subjective cleanliness. Practical implications The developed model can be used for numerous PM requirements in health-care setups in both developing and developed countries. The KPIs determined using this model can be presented in quality audits and government inspections as proof of effective HK management. The HK managers of the health-care sector can effectively monitor the performance of their divisions using the proposed PM model and this model can be customised to match the other facilities management service divisions. Originality/value Many studies focus on overall health-care PM. This study expands the knowledge on HK PM in the health-care sector by presenting a collection of performance indicators centred on HK function.

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“…A meaningful utilization of the enterprises' human resources is a precondition for taking advantage of the human resources potential. In order to enable the employees in an organization to perform at the required performance level, it is indispensable for them not only to have created the necessary conditions [1][2][3] but also to have the required competencies [4][5][6]. However, it is also important that they are sufficiently motivated [7,8] or engaged [9] to perform.…”

Section: Introductionmentioning

confidence: 99%

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

Babeľová¹,

Stareček²,

Koltnerová³

et al. 2020

Sustainability

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Organizational performance is considered as the essence of an industrial enterprises’ existence. However, in terms of performance, it is important not only to achieve results, but also maintain and develop the potential of an enterprise. When assessing performance, industrial management often omits the organizational success in managing human resources and developing human resources potential. The main aim of this paper is to present the research results focused on perceived organizational performance in recruiting and retaining employees with respect to different generations of employees in industrial enterprises. For the purposes of the analysis, the authors of the paper have designed a valid and reliable collection tool (research questionnaire). The research sample consisted of N = 1471 respondents, employees of industrial enterprises in the Slovak Republic. The research result shows that different generations of employees perceive differently selected issues of organizational performance. Testing the first research hypothesis has proved that there is a significant difference between employees from different generational groups in the perception of relationships among employees. The testing of the second research hypothesis confirmed that there is a statistically significant relationship between selected issues of perceived organizational performance.

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Providing the Applicable Model of Performance Management with Competencies Oriented

Cited by 14 publications

References 0 publications

Nepotism, employees’ competencies and firm performance in the tourism sector: A dual multivariate and Qualitative Comparative Analysis approach

Nepotism, employees’ competencies and firm performance in the tourism sector: A dual multivariate and Qualitative Comparative Analysis approach

A performance measurement model for the housekeeping services in healthcare facilities

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

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