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Linking a performance management system and competencies: qualitative research

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.
Rocznik
Strony
51--67
Opis fizyczny
Bibliogr. 46 poz., rys., tab.
Twórcy
  • Matej Bel University, Slovakia
  • WSB University, Poland
autor
  • WSB University, Poland
Bibliografia
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  • Alfaro-Saiz, J.J., Carot-Sierra, J.M., Rodríguez-Rodríguez, R., & Jabaloyes-Vivas, J.M. (2011). Seeking organisational excellence by using the information coming from the EFQM excellence model as starting point: application to a real case. Total Quality Management & Business Excellence, 22(8), 853-868.
  • Anand, N., & Grover, N. (2015). Measuring retail Supply chain performance. Theoretical model using key performance indicators (KPIs). Benchmarking: An International Journal, 22(1), 135-166.
  • Armstrong, M. (2007). Řizení lidských zdrojů. Nejnovejší trendy a postupy. 10. vyd. [Human resource management. Latest trends and practices]. Praha, Czech Republic: Grada Publishing.
  • Armstrong, M., & Taylor, S. (2014). Armstrong´s handbook of Human Resource Management Practice. 13th edition. London, United Kingdom: Kogan Page Publishers.
  • Bober, M., et al. (2008). Evaluator Competencies: Standards for the Practice of Evaluation in Organizations. San Francisco, United States: John Wiley & Sons.
  • Campion, M.A. et al. (2011). Doing competencies well: best practices in competency modeling. Personnel Psychology, 64, 225-262.
  • Doeleman, H.J., Have, S., & Ahaus, K. (2012). The moderating role of leadership in the relationship between management control and business excellence. Total Quality Management & Business Excellence, 23(5-6), 591-611.
  • Dolobac, M., Mura, L., & Svec, M. (2016). Personnel management and the new system of dual education in Slovak Republic. Actual Problems of Economics, 181(7), 282-289.
  • Draganidis, F., & Mentzas, G. (2006). Competency based management: a review of systems and approaches. Information Management & Computer Security, 14(1), 51-64.
  • Evans, J.R., Ford, M.W., Masterson, S.S., & Hertz, H.S. (2012). Beyond performance excellence: research\ insights from Baldrige recipient feedback. Total Quality Management & Business Excellence, 23(5-6), 489-506.
  • Flapper, P.S., Fortuin, L., & Stoop, P. (1996) Towards consistent performance management systems. International Journal of Operations & Production Management, 16(7), 27-37.
  • Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management Accounting Research, 20(4), 263-282.
  • Kalyani, M. (2016). Competency Mapping process in current scenario: A need for sustainable growth. International Journal of Research in Humanities and Social Studies, 3(3), 18-28.
  • Heras-Saizarbitoria, I., Marimón, F., & Casadesús, M. (2012). An empirical study of the relationships within the categories of the EFQM model. Total Quality Management & Business Excellence, 23(5-6), 523-540.
  • Kaplan, R.S., & Norton, D.P. (1996). Translating Strategy Into Action: The Balanced Scorecard. Boston, United States: Harvard Business School Press.
  • Kolibáčová, J. (2014). The relationship between competency and performance. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 62(6), 1315-1327.
  • Königová, M., & Hron, J. (2012). Methodology for the identification of managerial competencies in knowledge-based organizations. Agricultural Economics, 58(8), 347-353.
  • Krausert, A. (2009). Performance Management for Different Employee Groups: A contribution to Employment Systems Theory. Heidelberg, Germany: Physica-Verlag Heidelberg.
  • Lin, G., Shen, G.Q., Sun, M., & Kelly, J. (2011). Identification of Key Performance Indicators for Measuring the Performance of Value Management Studies in Construction. Journal of Construction Engineering and Management, 137(9), 698-706.
  • Lis, M., & Szczepańska-Woszczyna, K. (2015). Managing customer relations: The use of CRM system by services company. Proceedings of the 11th International Conference on Strategic Management and Its Support by Information Systems. SMSIS.
  • Lišková, S., & Tomšík, P. (2013). Competency-based approach to human resources management. Agricultural Economics, 59(11), 496-504.
  • Manohar, A.G. (2017). Competency mapping – readiness of organizations to go in for competency mapping with reference to automobile industries in Nashik industrial area. International Educational Scientific Research Journal, 3(2), 1-5.
  • Meybodi, M.Z. (2015). Consistency of strategic and tactical benchmarking performance measures. A perspective on managerial positions and organizational size. Benchmarking: An International Journal, 22(6), 1019-1032.
  • Minárová, M. (2014). Emocionálna inteligencia ako súčasť kompetentnosti manažéra. [Emotional intelligence as a part of the manager´s competency]. Banská Bystrica, Slovakia: Belianum.
  • Moore, D.R., Cheng, M., & Dainty, A.R.J., (2002). Competence, competency and competencies: performance evaluation in organizations. Work Study, 51(6), 314-319.
  • Olšovská, A., Mura, L., & Švec, M. (2016). Personnel management in Slovakia: An explanation of the latent issues. Polish Journal of Management Studies, 13(2), 110-120.
  • Porvazník, J. (2007). Celostní management: Piliere kompetentnosti v manažmente. [Overall management: Pillars of competency in management]. Bratislava, Slovakia: Bratislavská vysoká škola práva.
  • Porvazník, J., et al. (2013). Celostná manažérska kompetentnosť – potreba, prístupy a metódy jej ohodnocovania. [Overall managerial competency – need, approach, methods its evaluation]. Zborník vedeckých prác z vedeckého seminára. Bratislava, Slovakia: EKONÓM.
  • Sanchez, J.I., & Levine, E L. (2009). What is (or should be) the difference between competency modeling and traditional job analysis? Human Resource Management Review, 19, 53-63.
  • Seková, M., et al. (2013). Manažment II ľudia v organizácii a organizačná kultúra. [Management II. People in organization and their organizational culture]. Bratislava, Slovakia: Iura Edition.
  • Szczepańska-Woszczyna, K., Dacko-Pikiewicz, Z., & Lis, M. (2015). Responsible leadership: a real need or transient curiosity. Procedia Social and Behavioral Sciences, 213, 546-551.
  • Tuček, D., & Dlabač, J. (2013). Competence Management in Industrial Engineering Departments in the Czech Republic. Proceedings of the European Conference on Knowledge Management, 2, 722-731.
  • Tučková, Z., & Tuček, D. (2011). Necessity of it and sw support for business process management. International Journal of Mathematics and Comuputer in Simulation, 15(1), 45-52.
  • Vakola, M., Soderquist, K.E., & Prastacos, G.P. (2007). Competency management in support of organizational change. International Journal of Manpower, 28(3-4), 260-275.
  • Vazirani, N. (2010). Competencies and Competency Model – A brief overview of its Development and Application. SIES Journal of Management, 7(1), 121-131.
  • Verle, K., et al. (2014). Managerial competencies and organizational structures. Industrial Management, 114(6), 922-935.
  • Wagner, J. (2009). Meření výkonnosti. Jak měřit, vyhodnocovať a využívať informace o podnikové výkonnosti. [Performance evaluation. How to measure, evaluate and use information about company´s performance]. Praha, Czech Republic: Grada Publishing.
  • Wang, W.T. (2012). Evaluating organisational performance during crises: A multi-dimensional framework. Total Quality Management & Business Excellence, 23(5-6), 673-688.
  • Závadská, Z., & Korenková, V. (2017). Procesný manažment: teória a prax [Process management: theory and the practice]. Bratislava, Slovakia: Wolters Kulwer.
  • Závadský, J. (2005). Riadenie výkonnosti podnikových procesov. Banská Bystrica, Slovakia: EF UMB.
  • Závadský, J., & Kovaľová, M. (2011). Operatívnaa strategická výkonnosť podnikových procesov [Operational strategic performance of business processes]. Bratislava, Slovakia: Slovenský komitét pre vedecké riadenie ZSVTS.
  • Závadský, J. (2012). Aplikácia procesného prístupu pri personálnom audite. [Application of the process approach to the personal audit]. Procesný manažér, 7(2), 15-22.
  • Závadský, J., Korenková, V., Závadská, Z., Kadárová, J., & Tuček, D. (2019). Competences in the quality management system evaluation based on the most worldwide used key performance indicators. Quality Access to Success, 20(169), 29-41.
  • Závadský, J., & Hiadlovský, V. (2014). The consistency of performance management system based on attributes of the performance indicators: An empirical study. Quality, Innovation, Prosperity, 18(1), 93-105.
  • Závadský, J., Závadská Z., Veselovská, L., & SzczepańskaWoszczyna, K. (2016). Consistency of the performance management system and its quantification using the Z-MESOT framework. International Journal for Quality Research, 10(4), 665-684.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-de1f0593-9f1f-45b4-adfb-3524e5952d78
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