This thesis focuses on three topics relevant to humanitarian applications: (i) stable and complete assignment of staff members to field offices, (ii) bottleneck management for transportation networks, and (iii) performance measurement of the food assistance supply chain. The assignment and reassignment of personnel to jobs is a large-scale problem faced by many organizations including the military and multi-national organizations. Although successful algorithms have been developed that can ensure matchings that are stable (without incentive to deviate), not all practical concerns have been addressed by these algorithms. For example, the gap we study is that when staff members do not provide preference lists covering all jobs, a complete stable matching is not guaranteed. In the first part of the thesis, we model negotiations, which occur in practice, as part of the problem of matching all agents. We introduce algorithms and structural results for when the organization negotiates with specific agents to modify their preference lists and the centralized objective is to minimize the number or cost of negotiations required to achieve complete stable matchings. An uncertain environment with disruptions is a reality faced by many humanitarian operations but not fully addressed in the literature. Transportation delays are often driven by reliability issues (e.g., customs delays, strikes, and the availability of transport), and the length of wait time can be influenced by congestion. In the second part of the thesis, we describe a queuing model with breakdowns to model delays in port and transportation corridors (the overland travel from discharge ports to delivery points). Using the model, we gain insights into where delays are most detrimental to system performance (i.e., the network's "bottleneck") in port and transportation corridors. We then include our delay modeling in a convex cost network flow model that determines optimal routing when several port and corridor options are available. Finally, we examine a resource allocation model for where to invest in improvements to minimize delay. Throughout, we compare solutions using the optimal approach to rules of thumb and identify important factors that might be missing in practical decision making currently. Third, we present a case study on the implementation of supply chain key performance indicators (KPIs) at a large humanitarian organization. We describe (i) the phases necessary for a full implementation of supply chain KPIs at a humanitarian or non-profit organization, (ii) how to address strategy, mindset, and organizational barriers, and (iii) how to adapt commercial supply chain KPI frameworks to the humanitarian sector, factoring in implementation constraints present in the humanitarian sector that may impact KPI development. Last, a conclusion chapter discusses areas where this research may or may not generalize for each of the three topics studied.

Performance management and goal attainment are two subjects over which thousands of books and articles have been written. The manufacturing sector in South Africa is competitive and companies have to continuously strive to better themselves to meet the ever changing requirements of their customers. What is important to the company of today is that the goals and strategies must be reviewed on a regular basis. The question that can now be asked, is the following: How can corporate goals be attained through the management of the company's performance? The purpose of this study is to establish how companies achieve their set goals through the management of their performance. The focus was not only placed on the financial indicators of performance, but also placed on how the companies manage their non-financial performance. In the current competitive environment in which manufacturing companies find themselves, the importance of non-financial performance has increased to the same level as financial performance. Empirical research was performed by means of a questionnaire and interviews in order to determine how companies operate to achieve their set goals and to arrive at conclusions and recommendations based on this research. It was found that companies give the same amount of attention to the financial and non-financial indicators of performance, but that there is room for improvement in the use of non-financial indicators. There was also found that companies achieve their set goals through the use of performance management. / Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2007.

Performance management and goal attainment are two subjects over which thousands of books and articles have been written. The manufacturing sector in South Africa is competitive and companies have to continuously strive to better themselves to meet the ever changing requirements of their customers. What is important to the company of today is that the goals and strategies must be reviewed on a regular basis. The question that can now be asked, is the following: How can corporate goals be attained through the management of the company's performance? The purpose of this study is to establish how companies achieve their set goals through the management of their performance. The focus was not only placed on the financial indicators of performance, but also placed on how the companies manage their non-financial performance. In the current competitive environment in which manufacturing companies find themselves, the importance of non-financial performance has increased to the same level as financial performance. Empirical research was performed by means of a questionnaire and interviews in order to determine how companies operate to achieve their set goals and to arrive at conclusions and recommendations based on this research. It was found that companies give the same amount of attention to the financial and non-financial indicators of performance, but that there is room for improvement in the use of non-financial indicators. There was also found that companies achieve their set goals through the use of performance management. / Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2007.

There are many views about the meaning and importance of performance measurement of employees and of organizations. This thesis is concerned with many of these views but is most concerned with performance contracts and quality management and the relationship between them. The whole concept of the measurement of performance is sometimes questioned and in some cases regarded as being both subjective and futile. Van de Ven and Ferry (1980) argued that: "Whether the difficulties associated with assessing the performance of complex organizations can be met by a single set of measurement instruments and process guidelines has still to be proven." Glover and Kelly (1987) contended that measuring the performance of individual jobs can also be difficult: "Performance is hard or impossible to measure with many jobs and occupations, think for example of the differences between the work of architects, surgical appliance fitters, design engineers, criminals, politicians, street traders and musicians. There is often a conflict between volume and quantity of output in the long-term and the short-term such as when profits come before investment and vice-versa." Similarly, Van De Yen and Morgan (1980) argued with regard to organizational performance that: "Performance is a complex construct that reflects the criteria and standards used by decision makers to assess the functioning of an organization. As this definition suggests, performance is a value judgement on the results desired from the organization at different levels of analysis--and--often change over time." However, the demand for measurement of performance, whether it comes from the first level of supervision or from a shareholders' meeting, does tend to mean that attempts be made to measure performance (Talley, 1991).

It can be stated that performance measurement is the foundation of performance management in any construction organisation. Traditional financial performance measurement is not capable of capturing the true performance of an organisation. Thus the results of such financial performance measurement can not be used by managers to derive future performance in their organisations. The balanced scorecard (BSC) performance measurement approach used in other industries has been proposed for construction, as it takes into account critical wider perspectives. However, the construction BSC consists of four perspectives that are highly suitable for construction industry, namely business development, stakeholder management, process management, and innovation and learning. The primary objective of the research is to develop a balanced scorecard framework for construction contractors and measure performance of contractors using that framework. The results of the questionnaire s urvey carried out and follow-up interviews conducted among 34 senior managers in Melbourne revealed that the above performance measurement framework is appropriate to use in a contracting organisation. The respondents perceive that the process management perspective measurement is more desirable than others. The stakeholder management perspective received moderate rating, while business development and innovation and learning perspectives both received average importance rating by the respondents. An actual performance measurement carried out on seven contractors in Melbourne to illustrate the use of the BSC performance as a strategic performance management tool in construction reveals the following: 1. Contractors' current performance levels in regard to process management and business development are moderately high, while stakeholder management and innovation and learning performance are perceived to be average. The contractors also perceive that performance in regard to stakeholder management is of higher significance for their business success, and 2. Performance with regard to managing employees and launching knowledge management initiatives was found to be low, so there is much room for improvement. Human resource management (HRM) is managing employees to develop and utilise their full potential in alignment with organisational objectives. It is recommended that contractors have to introduce new strategies for HRM. The HRM strategies should focus on recruitment, training and development activities of employees. Apart from HRM, the knowledge management (KM) also needs attention. The KM can be stated as effective use of available resources to increase the level of learning and innovation in the organisation. To enhance performance of KM contractors have to conduct project reviews on completion of every project and document useful information. This would enable managers to discuss company-wide performance at management meetings and further scrutinise this information. Having separate Balanced Scorecards for HRM and KM is expected to bring enormous advantages for a contracting company.

Small and medium-sized enterprises (SMEs) in the information and communication technology (ICT) industries play a crucial role in the new economy. Most SMEs operate in a fiercely competitive environment; as such, it is important to optimize business practices. It is believed that performance measurement (PM) tools can help to identify weaknesses, clarify objectives and strategies, and improve management processes. While many theories on performance measurement and performance management have been developed mainly for large organizations over the past two decades, few have been tailored for SMEs. In addition, research highlights that these tools are difficult to adapt for SMEs. This research aims to identify and investigate the critical factors influencing the performance of SMEs in the ICT industries and, in doing so, develop a new PM framework that is able to effectively measure SME performance. To improve the accuracy of the judgments in this research, methodological triangulation strategy, which mixes both qualitative and quantitative approaches, was employed. At the same time, data-source triangulation was applied to reduce the impact of potential biases. In qualitative research, twenty interviews were conducted, sixteen cases were analysed through cross-case analysis. In quantitative research, sixty-six valid responses to questionnaire surveys were collected. This thesis has completed three major tasks: 1) Investigated critical success factors that affect the performance of SMEs. 2) Analysed existing SME performance measurement techniques in order to identify the best framework for SMEs in ICT industries. 3) Constructed a practical PM framework and implementation strategy for best-practice PM in ICT-related SMEs. Research results show that an effective PM system for ICT SMEs should help the companies to formulate right strategies that can especially manage the uncertainty of the external environment in their development. Importantly, a PM process should be constructed which aligns with the SMEs' daily processes such as ordinary planning, budgeting and reporting processes. Such a PM system should involve a flexible PM framework that can be adapted dynamically to suit the changes in the PM process. It is also required that the PM framework help SMEs identify customer needs, manage and measure customer satisfaction. A PM framework meets the above requirements can be built based on the structure of business excellence models and the theory of system management. At the same time, the KPIs should be incorporated in the PM system to help design the PM framework. The constructed PM framework involves measuring both performance determinants and performance results. The performance determinants, including both internal determinants and external determinants, are represented in following dimensions: capability building; resource developing and utilizing; environment adapting; strategies formulating; internal process managing and PM on innovation and learning. The performance results' dimension should include the financial results to satisfy the investors, the customer satisfaction indicators to meet customers' needs, the competitive indicators to reflect the competitive advantages, and the collaborative measures to measure the partnership.

In 1988, the Australian Federal Government released the document Higher Education: A Policy Statement which was intended to improve the efficiency and effectiveness of the higher education sector. This paved the way for the application of performance indicators (Pls) across higher education, most notably the creation of a link between Pls (called the Composite Index) and the research component of the annual government funding to universities. Although PIS for teaching became popular, funding for the teaching component was not directly attached to PIS and remained largely based on student enrolments. The purpose of this study is to examine the perceptions of university academics in Australia on the effects of research and teaching as a result of the introduction of funding based on research Pls. The academic literature suggests that Pls can bring about desirable effects but it also warns that their imposition, particularly by the government on universities, may lead to unintended and undesirable effects, such as goal displacement and strategic manipulation, which may be designed to enhance apparent research performance. To guide the investigation, it was hypothesised that the government's Pls which focus on research will be integrated into the universities' internal policies; will encourage universities to place a high priority on the research activities funded by the Pls; will lead to significantly more paperwork; will contribute to a significant change in the approach to research but not to teaching; and will result in academics adopting negative attitudes towards Pls. Two basic sources of information were obtained to evaluate these hypotheses. First, the administrations of selected universities were consulted, and staff interviewed, to gauge the degree of change that had been implemented by the universities. Second, a questionnaire was constructed in order to assess academics' attitude towards Pls, and their perceptions of an association between Pls and their institutional reward system. The questionnaire also assessed changes in research, teaching and paperwork activities. The universities selected characterised the different kinds of universities found in the Unified National System of the Australian higher education system. One hundred and fifty-two academics from these universities were surveyed by the questionnaire. Thirty percent of these academics participated in a structured interview. The disciplines from which the academics were selected for participation included arts/humanities, science, and professional studies which included a natural science based profession and a social science based profession. In addition, a case study of one of these universities was carried out. The institutions were found to have reorganised their internal policies to incorporate and focus on the Pls in the government's Composite Index. The academics surveyed were generally found to have negative attitude towards their institutional Pls, although staff of higher rank had relatively more positive views. Reasons for their dissatisfaction included the inability of Pls to capture the various dimensions of academic work and privileging research over teaching. For a majority of the academics, the introduction of Pls was associated with a rise in paperwork load and a change in the approach to research in terms of focusing on publications and external research grant applications, particularly those counted in their institutional PI-based funding schemes. The time devoted to these activities, as well as the number of publications and grants for which they were expected to apply, have significantly increased. It was found that staff did use various strategies to maximise their PI scores, such as writing shorter papers in order to increase the quantity of publications. The proportion who changed their approach to teaching was also sizeable; most of them were concerned about getting students through their courses with minimum fuss by having lower ambitions for students and pandering to their superficial needs. However, the proportion who changed their teaching was significantly less than those who changed their research. One possible reason could be the lack of special incentives to increase their emphasis on teaching.

Universiẗat, Diss.--Erlangen-Nürnberg, 2007.

Zugl.: Hannover, Universiẗat, Diss., 2007.

Thesis (doctoral)--Universität St. Gallen, 2008.