The business performance management (BPM) framework helps an organization continuously adjust and successfully execute its strategies. BPM helps increase flexibility by providing managers with an early alert about changes and, as a result, allows faster response to such changes. The Malcolm Baldrige National Quality Award (MBNQA) framework provides a basis for self-assessment and a systems perspective for managing an organization's key processes for achieving business results. The MBNQA framework is a more comprehensive framework and encapsulates the underlying constructs in the BPM framework. The objectives of this dissertation are fourfold: (1) to validate the underlying relationships presented in the 2008 MBNQA framework, (2) to explore the MBNQA framework at the dimension level, and develop and test constructs measured at that level in a causal model, (3) to validate and create a common general framework for the business performance model by integrating the practitioner literature with basic theory including existing MBNQA theory, and (4) to integrate the BPM framework and the MBNQA framework into a new framework (BPM-MBNQA framework) that can guide organizations in their journey toward achieving and sustaining competitive and strategic advantages. The purpose of this study is to achieve these objectives by means of a combination of methodologies including literature reviews, expert opinions, interviews, presentation feedbacks, content analysis, and latent semantic analysis. An initial BPM framework was developed based on the reviews of literature and expert opinions. There is a paucity of academic research on business performance management. Therefore, this study reviewed the practitioner literature on BPM and from the numerous organization-specific BPM models developed a generic, conceptual BPM framework. With the intent of obtaining valuable feedback, this initial BPM framework was presented to Baldrige Award recipients (BARs) and selected academicians from across the United States who participated in the Fall Summit 2007 held at Caterpillar Financial Headquarter in Nashville, TN on October 1 and 2, 2007. Incorporating the feedback from that group allowed refining and improving the proposed BPM framework. This study developed a variant of the traditional latent semantic analysis (LSA) called causal latent semantic analysis (cLSA) that enables us to test causal models using textual data. This method was used to validate the 2008 MBNQA framework based on article abstracts on the Baldrige Award and program published in both practitioner and academic journals from 1987 to 2009. The cLSA was also used to validate the BPM framework using the full body text data from all articles published in the practitioner journal entitled the Business Performance Management Magazine since its inception in 2003. The results provide the first cLSA study of these frameworks. This is also the first study to examine all the causal relationships within the MBNQA and BPM frameworks.

The effect of both public and private verbal recognition on intrinsic motivation and sales performance in fourteen restaurant waitstaff was evaluated using organizational behavior modification techniques. The hypothesis that public recognition would be more effective than private recognition in increasing intrinsic motivation and sales was not supported.

De plus en plus d’organisations scientifiques contemporaines intègrent dans leur processus des foules de participants assignés à des tâches variées, souvent appelés projets de science citoyenne. Ces foules sont une opportunité dans un contexte lié à une avalanche de données massives qui met les structures scientifiques face à leurs limites en terme de ressources et en capacités. Mais ces nouvelles formes de coopération sont déstabilisées par leur nature même dès lors que les tâches déléguées à la foule demandent une certaine inventivité - résoudre des problèmes, formuler des hypothèses scientifiques - et que ces projets sont amenés à être répétés dans l’organisation. A partir de deux études expérimentales basées sur une modélisation originale, cette thèse étudie les mécanismes gestionnaires à mettre en place pour assurer la performance des projets délégués à la foule. Nous montrons que la performance est liée à la gestion de deux types de capitalisation : une capitalisation croisée (chaque participant peut réutiliser les travaux des autres participants) ; une capitalisation séquentielle (capitalisation par les participants puis par les organisateurs). Par ailleurs cette recherche met en avant la figure d’une nouvelle figure managériale pour supporter la capitalisation, le « gestionnaire des foules inventives », indispensable pour le succès des projets. / A growing number of contemporary scientific organizations collaborate with crowds for diverse tasks of the scientific process. These collaborations are often designed as citizen science projects. The collaboration is an opportunity for scientific structures in a context of massive data deluge which lead organizations to face limits in terms of resources and capabilities. However, in such new forms of cooperation a major crisis is caused when tasks delegated to the crowd require a certain inventiveness - solving problems, formulating scientific hypotheses - and when these projects have to be repeated in the organization. From two experimental studies based on an original modeling, this thesis studies the management mechanisms needed to ensure the performance of projects delegated to the crowd. We show that the performance is linked to the management of two types of capitalization: a cross-capitalization (each participant can reuse the work of the other participants); a sequential capitalization (capitalization by the participants then by the organizers). In addition, this research highlights the figure of a new managerial figure to support the capitalization, the "manager of inventive crowds", essential for the success of the projects.

Title: Humanitarian Supply Chain: Improvement of lead time effectiveness and cost-efficiency. A multiple case study on the preparedness stage of humanitarian organizations with their partners. Authors: Ester Lisnati Jayadi, Hugo Richit, Najmus Sadat. Background: 315 natural disasters events were reported, causing 11,804 deaths, affecting 68 million people, and costing US$131.7 billion in economic losses worldwide. This fact emerges the importance of humanitarian organizations (HOs) to act in reducing suffering and improving peoples’ life. However, the greater donations and support to HOs still do not solve this enormous issue at all which forces HOs to pursue greater accountability by improving their effectiveness and efficiency in terms of time and cost in disaster activities, especially in preparedness activities. No single actors like HOs have sufficient resources to solve the disaster problem alone; thus, they need partners to work hand in hand to relieve the suffering. Performance measurement through integration called performance management process is the key to enabling HOs and their partners to achieve the lead time effectiveness and cost-efficiency. Purpose: The purposes of the study are to explore which performance measurements are needed between humanitarian organizations with their partners and to explore how to integrate their relationship to improve lead time effectiveness and cost-efficiency. Then, the suggestions can be made by fulfilling the purposes. Method: A multiple case study by utilizing qualitative data through semi-structured interviews. Findings and Conclusions: RQ 1. What HSC (humanitarian supply chain) performance measurements are needed in the HSC’s preparedness stage in order to achieve the lead time effectiveness and cost efficiency? The performance required measurements in HSC’s preparedness stage to achieve lead-time effectiveness, and cost-efficiency are organizational procedures, learning and evaluation, HO’s mission, feedback, budgeting, fund management, sourcing, human and resource management, IT utilization, infrastructure utilization, human resources utilization, delivery time, knowledge management, information sharing, and employee management. RQ 2. How to integrate the HSC performance management process in the HSC’s preparedness stage to improve the lead time effectiveness and cost efficiency? By implementing a proposed performance management process, aligning vision and mission, trusting each other, utilizing IT technologies, improving the language, and applying standardization in HSC. Keywords: Humanitarian Supply Chain Management. Humanitarian Supply Chain. Preparedness Stage. Natural Disasters. Humanitarian Organizations. Partners. Dyads. Multiple Case Studies. Performance Measurements. Performance Management Process. Supply Chain Process Integration

Using modeling and computer simulation, this research focuses on studying two different views to organizational design and their implications for performance in the context of academic institutions. One view represents the manifest structure that includes resources (students, faculty, administration, facilities, finances, partners, donors, etc.); the other view represents the latent structure that focuses on dissent. The dissertation addresses the following two questions; 1. What are the tangible dynamic interdependencies constituting the manifest structure within academic institutions and their impact on performance? 2. What is the impact of the latent structures composed of intangible organizational processes, especially dissent, on performance? The dissertation proposes generic system dynamics simulation models untangling the complexity of the topic by tackling various slices of the problem in separate papers. The models are based on three different theoretical frameworks addressing resources and their composition, dissent, and stakeholder engagement. It is observed that while both the manifest and the latent parts of the university organization impact its performance, the latent part, being invisible, is often ignored. In the long run, the influence of the latent part of the organization can slowly but seriously compromise intangible performances components like quality, reputation, and attractiveness. When the manifest part of the organization is dysfunctional, its tangible performance rapidly suffers. The damage control policies will often impact the latent organizational performance leading the institution into a vicious cycle. The presence of time delays in this framework may create an oscillatory behavior that might modulate a growth or decline trend. Performance measures addressing intangible performance components must be factored into the organizational design since faculty, students, and other stakeholders are not only driven by financial rewards, but also by the organizational environment. The research, besides addressing the important question of the role of latent elements in organization design and demonstrating this can be done using system dynamics modeling and computer simulation, should also be of value to the design and management of higher education institutions.

No description available.

This thesis deals with the general analysis and value stream improvement. The theoretical part describes the difference between functional and procedural model of company management, mutual benefits and disadvantages of these systems. The thesis deals with the mapping process, subdivision maps and methodology of process maps creation. The work also includes software analysis for process mapping. Next section contains search of selected optimization tools and methods to improve production flow and description of the principles of controlled documentation. In the practical part is realized mapping process of bachelor studies at FEKT and map of production process at ABB switchgear.

Diploma thesis deals with the management of human resources sales department at Paints and varnishes Teluria Ltd. and also proposes changes to the current management approach leading to financial savings by increasing the efficiency of the current set of information flows. Compares used human resources management system in the company with the latest trends and literature. In addition, monitors real way of working the sales department including the actual cost of remuneration and training of employees in the company. On the basis of implemented survey is designed to streamline the operation of the sales department.

The thesis addresses the issue of developing indicators focusing on measuring human capital, which will serve as a reporting output from the data warehouse. Goal is propose a set of indicators that will be able to cover the overall picture of corporate human resources. I focused mainly on building sets of indicators for measuring the area of human resources and human capital.

Productivity loss occurs in organizations that experience high levels of personal Internet use by employees on company time, which includes employees using smartphones to surf without needing the firm's Internet connection. The purpose of this qualitative phenomenological study was to explore reliable ways for organizational leaders to monitor or limit their employees' use of smartphone technology for personal use (cyberloafing) while on the job to minimize wasted work time. Social cognitive theory, which includes an emphasis on human behavioral changes based upon the environment, people, and behavior, served as the conceptual framework. The general research question was as follows: How can managers minimize wasted work time by limiting the personal Internet activity of employees who use personal mobile devices while on the job. Data collection involved gathering information from interviews with 20 frontline supervisors, human resource managers, and information technology managers and specialists in 2 U.S. industries: education and telecommunications. Data analysis included examining word frequencies, keyword coding, and identifying themes. Four management themes emerged: create mobile device usage policy, enforce monitoring technology, create a deterrence strategy, and customize monitoring and tracking technology. This study may be important because the analysis revealed effective ways to prevent or minimize employees from Internet surfing and wasting time at work. The findings could lead to positive social change through increased employee productivity and responsibility by providing managers with information to control or limit cyberloafing activities and by fostering an increased commitment to comply with an organization's Internet use policy.