The telephone-banking channel, delivered through call centres, has become an integral part of the distribution mix of retail financial institutions. To get the greatest competitive advantage from this channel, the strategic orientation, structural and behavioural aspects of the call centre must be aligned with its operational-service and sales-performance objectives. Unfortunately, while considerable managerial effort is expended developing call centres, often their performance results remain uncertain or uncommunicated. There are indications also that financial institutions should not underestimate active market orientation benefits; innovative, strategic-thinking and progressive structures; flexible, empathic leadership, and, valuing supportive human resource strategies. Our survey of Australian deposit-taking institutions investigates the extent to which strategic and behavioural aspects are aligned with its operational-service and sales-performance objectives. Specifically, managerial approaches to IT development, competitive positioning, leadership delegation, market research attitudes and product orientation were considered. Approaches to trust, conflict, morale and reward, and, key performance indicator (KPI) choices were sought also. Results show sales performance is positively related to more externally focussed strategic orientations. Reinforcing the importance of innovative human resource practices, performance is also related positively to psychosocial climate in general and employee reward and morale, in particular. This extension of management theory urges financial service leaders to actively contemplate one of its most important resources, people. Further, the survey itself indicated that while the majority of institutions continue to use operationally based key performance indicators, such as minimum call duration, the ability of the call centre to generate sales revenue is also being recognised. In summary, given the size and potential of the telephone-banking channel, this research encourages further, urgent exploration of strategic relationships among the channel, its market, performance measures and comprehensive people-centred HR strategies aimed at developing high employee trust, and satisfaction.

Echantillon de 340fb-1 de donnees BaBar utilises pour caracteriser la desintegration D+ --> K- pi+ e+ nu. Etude des composantes de moment angulaire (L) 0 et 1 (ondes S et P). Determination precise de la fraction de l'onde S et et mesure de la variation de l'amplitude et phase de l'onde S avec la masse Kpi. Determination des facteurs de forme pour l'onde P. Determination des parametres de la resonance K*(892). Recherche de contribution extra pour la composante P (K*(1410)).

<p>Companies are more and more moving to low wage regions like Eastern Europe and Asia to stay competitive. Instead of lowering the cost of production, it has been argued that a company can stay competitive through making the use of the resources more efficient. In this study the effects a German resource saving concept, involving reorganization towards processes and an Advanced Planning and Scheduling (APS) module, has on Supply Chain Management (SCM) are investigated. In addition to this a comparison between German best-practice companies and Swedish companies has been done. This comparison was conducted in order to determine the changes needed to be made when taking this German concept to Swedish companies.</p><p>The results of this study indicate that through the German resource saving concept major improvements in delivery performance, responsiveness, supply chain costs, and asset management can be achieved. Further, this study has shown that there are very good possibilities for Swedish companies at reaching these improvements successfully. Barriers to a success in Sweden include a lack of managerial commitment and hierarchies as well as outsourced IT departments at Swedish companies. Recommendations to overcome these barriers consist of training key users more thoroughly and stressing the importance of committed managers.</p>

Companies are more and more moving to low wage regions like Eastern Europe and Asia to stay competitive. Instead of lowering the cost of production, it has been argued that a company can stay competitive through making the use of the resources more efficient. In this study the effects a German resource saving concept, involving reorganization towards processes and an Advanced Planning and Scheduling (APS) module, has on Supply Chain Management (SCM) are investigated. In addition to this a comparison between German best-practice companies and Swedish companies has been done. This comparison was conducted in order to determine the changes needed to be made when taking this German concept to Swedish companies. The results of this study indicate that through the German resource saving concept major improvements in delivery performance, responsiveness, supply chain costs, and asset management can be achieved. Further, this study has shown that there are very good possibilities for Swedish companies at reaching these improvements successfully. Barriers to a success in Sweden include a lack of managerial commitment and hierarchies as well as outsourced IT departments at Swedish companies. Recommendations to overcome these barriers consist of training key users more thoroughly and stressing the importance of committed managers.

The number of Fourth-Party Logistics providers (4PLs) is growing. Researchers have expressed the importance of measuring the performance of a business, but still there are only a few customised performance measurement frameworks developed for logistic service providers. This Master Thesis addresses this issue by performing a multiple case study at two 4PLs that are operating in separate industries, one in reverse logistics and the other in the construction industry. Previous research agrees that performance measurement frameworks have to be comprehensive and at the same time provide the right information in an understandable way. The Balanced Scorecard and the EFQM Business Excellence Model address this issue with different approaches and have been used in further developments of new frameworks. The empirical study found that none of the studied businesses had a well-developed framework for their performance measurement and therefore the alignment between their measurements and their business strategy was affected. Performance measurement frameworks, which have a wide application, do not have a flaw that make them unsuitable to use for a 4PL. Managers in the researched businesses therefore see a need for frameworks that are easily implemented and are customised to their specific situation. Moreover, the study found that no alignment had been developed yet between the customer and the 4PL. The businesses strive to align their KPIs among the partners they are cooperating with, down the supply chain, but are not interested in communicating them to their customers. Offering their customers full transparency might affect the businesses’ processes. Research connected to performance measurement specified to 4PLs and Logistic Service Providers (LSPs) in general is needed since the currently available research leaves space for uncertainties and further discussion.

Background: AA Logistics Sweden is having logistic efficiency problems, and at this point they do not have performance measurement in terms of KPI´s. Due to constant development and demand on their products, there have not been enough resources available to perform these measurements. Purpose: Our purpose is, on the basis of service level and turnover speed, to measure efficiency in terms of KPI’s at AA. It is also to design record sheets that can assist AA to increase the efficiency over time. Methodology: Interviews with managers and employees, in order to have a solid foundation for what to look for and analyse in the ERP system. The empirical material that was received was analysed on the basis of different theories. Result, conclusions: We have developed values for each KPI and also suggested SMART goals that in the long run will contribute to increasing the logistic efficiency.

Problem discussion: When different companies join into triadic relationships it is important that the relationships are managed properly. Findings have indicated that components for a successful relationship are high level of trust and commitment, risk/reward sharing, joint planning. To improve a triadic relationship, the actors have to measure the overall performance. In the triadic relationship that we have investigated there is obvious problems with information sharing and measure the same variables regarding delivery performance. Research Question: How can delivery performance be measured in order to adapt it to a triadic relationship? Objective: Our objective is to describe delivery performance as well as explain and adapt it to a triadic relationship. Conclusions: Delivery performance Almost every customer in our questionnaire thinks it is important to measure delivery performance. We claim it is of great importance for a triad to create a common method to measure delivery performance, where every actor knows when, where and how to measure. The criterion for effective KPIs are to measure the overall supply chain performance rather than the performance of an individual chain member. That is why we claim the best way of getting better information about how the 3PL provider perform should be integrated in the measurement of the overall delivery performance of the triad. The most efficient way to measure the 3PL providers’ performance is the 3PL provider uses a scanning system and reports the measurements to SCA. The actors within the triad must also measure the delivery performance in financial and non financial terms. It is important for the triad to have the same perceptions regarding split deliveries, delivery window, dependability and flexibility. If the actors use the same method to measure delivery performance, the measurements will be reliable and useful for all actors within the triad. Triadic Relationship We claim that information sharing is very important. The studied triadic relationships show that if a supplier should measure what is important they have to know what is important for their customers. Another important aspect for the supplier is to have information about how the customers perceive the delivery performance. To be able to have a good service quality all service gaps should be analysed and closed. To be able to close the service gaps regarding delivery performance in a triadic relationship, information sharing is the key. There have to be collaboration between the different actors of the triad. Important tools to use if this should be possible are connected computer systems and shared information between all actors.

The first goal of management for company is to make profit and growth. The company performance stands for its outcome managed under the optimum fit with resources. Human resource is the significant asset in the company and also influence on the company performance. It is the key to create the performance good or bad for ¡§ Performance Management¡¨ in which how to elaborate employees¡¦ higher productivity or potential and how to continue to employ is the critical issue. One of the functions of performance management is to implement training workforce or job rotation that based on the performance appraisal besides together with the compensation and merit pay, another is to make win win between the company and its employees that capitalized on the individual career development coordination with company. This study discuss the useful encourage mechanism for performance management with compensation and merit pay by the case study method, interview the employees of the case company and review on the relevant reference documents related the subject of those have been published textbooks and periodical. The key point of the study is to establish an appropriate performance management with pay-for-performance system and replace the present system, and become a high-performance culture company. The conclusions are significant to the management in the following¡G 1.Broken a falsehood fair system of performance management, become a real reasonable, public and fair system, and create a high-performance culture company. 2.To avoid the ratchet effect on budget and standard of Key performance indicators (KPI).It is necessary to check again about economic intelligence, industry situation and inside and outside resources etc in order to make an accurate budget and KPI. 3.Under the linkage mechanism of performance management with the merit-pay system, justice is a critical issue in the process of performance appraisal except fair pay-for-performance. It would drive voluntarily one¡¦s motivate of work and higher performance. 4.Besides the encouraged by money, job enrichment, rotary system and job training may increase employee¡¦s performance. If not so, the employee would be fired. 5.Performance management and merit pay system is two key factors for business organization that linkage with vision, object, strategy, culture and personnel goal would ignite organization power to enrich value-chain management and transform to be competitive superiority. It also becomes a three-win system to individual goal, company growth and stockholders value. And the recommendations are important as follows¡G 1.There is no absolutely good for any system whether it is good or bad, so the company of case study should be self-criticism the applicable system of performance management linkage with merit pay system at any time. 2.The person who is a boss in the department, please don¡¦t let your right to be sleep. You have to do justice to subordinate. 3.The execution is a key successful factor for the practice of performance management linkage with merit pay system. 4.Finally, the application of statistics analysis, the influence of execution, leadership, organization structure and innovation of measurement of encouragement are the directions for further study.

<p>Background: AA Logistics Sweden is having logistic efficiency problems, and at this point they do not have performance measurement in terms of KPI´s. Due to constant development and demand on their products, there have not been enough resources available to perform these measurements.</p><p>Purpose: Our purpose is, on the basis of service level and turnover speed, to measure efficiency in terms of KPI’s at AA. It is also to design record sheets that can assist AA to increase the efficiency over time.</p><p>Methodology: Interviews with managers and employees, in order to have a solid foundation for what to look for and analyse in the ERP system. The empirical material that was received was analysed on the basis of different theories.</p><p>Result, conclusions: We have developed values for each KPI and also suggested SMART goals that in the long run will contribute to increasing the logistic efficiency.</p>

<p>Problem discussion:</p><p>When different companies join into triadic relationships it is important that the relationships are managed properly. Findings have indicated that components for a successful relationship are high level of trust and commitment, risk/reward sharing, joint planning. To improve a triadic relationship, the actors have to measure the overall performance. In the triadic relationship that we have investigated there is obvious problems with information sharing and measure the same variables regarding delivery performance.</p><p>Research Question:</p><p>How can delivery performance be measured in order to adapt it to a triadic relationship?</p><p>Objective:</p><p>Our objective is to describe delivery performance as well as explain and adapt it to a triadic relationship.</p><p>Conclusions:</p><p>Delivery performance</p><p>Almost every customer in our questionnaire thinks it is important to measure delivery performance. We claim it is of great importance for a triad to create a common method to measure delivery performance, where every actor knows when, where and how to measure. The criterion for effective KPIs are to measure the overall supply chain performance rather than the performance of an individual chain member. That is why we claim the best way of getting better information about how the 3PL provider perform should be integrated in the measurement of the overall delivery performance of the triad. The most efficient way to measure the 3PL providers’ performance is the 3PL provider uses a scanning system and reports the measurements to SCA. The actors within the triad must also measure the delivery performance in financial and non financial terms. It is important for the triad to have the same perceptions regarding split deliveries, delivery window, dependability and flexibility. If the actors use the same method to measure delivery performance, the measurements will be reliable and useful for all actors within the triad.</p><p>Triadic Relationship</p><p>We claim that information sharing is very important. The studied triadic relationships show that if a supplier should measure what is important they have to know what is important for their customers. Another important aspect for the supplier is to have information about how the customers perceive the delivery performance.</p><p>To be able to have a good service quality all service gaps should be analysed and closed. To be able to close the service gaps regarding delivery performance in a triadic relationship, information sharing is the key. There have to be collaboration between the different actors of the triad. Important tools to use if this should be possible are connected computer systems and shared information between all actors.</p>