Successful projects may be defined by criteria set prior to a project being commenced. The project success criteria may include time, budget and performance. A description of a successful project is often one that has been achieved

<p>Performance Management är en process som syftar till att säkerställa att alla inom en organisation arbetar i samma riktning. Detta uppnås genom att öka tydligheten kring organisationens strategiska mål samt koppla dessa till medarbetarens individuella mål. Vidare är det viktigt att kommunicera vad som förväntas av medarbetarna i termer av arbetsprestationer samt hur detta skall uppnås för att lyckas med uppdraget att minska gapet mellan medarbetares arbetsprestationer och ledningens ambitioner (Armstrong & Baron, 2005).Uppsatsens övergripande syfte är att undersöka vilka erfarenheter ledare inom det multinationella telekom- och IT-företaget Logica har av att arbeta med Performance Management samt vilka delar av implementeringen som har varit lätta respektive svåra att genomföra. Vidare vill jag undersöka hur organisationen ytterligare kan förstärka arbetet med Performance Management-processen baserat på ovanstående.Den empiriska undersökningen har genomförts med kvalitativ metod i form av tre stycken fokusgruppintervjuer med ansatsen Experiential Focus Group. Som komplement till fokusgruppintervjuerna har analys av interna dokument som beskriver Performance Management-processen inom Logica, genomförts.Resultatet av undersökningen visar att ledarnas upplevelser av Performance Management-processen varierar beroende på vilken typ av arbetsgrupp man är ledare för. Trots viss problematik vid översättning av processens aktiviteter kopplade till målsättning, utvärdering, uppföljning och feedback till ett svensk arbetssätt, upplever ledarna att processen är ett stöd i ledarskapet. Detta med anledning av att den gör bedömningen av arbetsprestationer mer rättvis samt skapar möjligheter till ökad kommunikation med medarbetare kring personliga och organisatoriska mål.</p>

Thesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2007.

Performance Management är en process som syftar till att säkerställa att alla inom en organisation arbetar i samma riktning. Detta uppnås genom att öka tydligheten kring organisationens strategiska mål samt koppla dessa till medarbetarens individuella mål. Vidare är det viktigt att kommunicera vad som förväntas av medarbetarna i termer av arbetsprestationer samt hur detta skall uppnås för att lyckas med uppdraget att minska gapet mellan medarbetares arbetsprestationer och ledningens ambitioner (Armstrong &amp; Baron, 2005).Uppsatsens övergripande syfte är att undersöka vilka erfarenheter ledare inom det multinationella telekom- och IT-företaget Logica har av att arbeta med Performance Management samt vilka delar av implementeringen som har varit lätta respektive svåra att genomföra. Vidare vill jag undersöka hur organisationen ytterligare kan förstärka arbetet med Performance Management-processen baserat på ovanstående.Den empiriska undersökningen har genomförts med kvalitativ metod i form av tre stycken fokusgruppintervjuer med ansatsen Experiential Focus Group. Som komplement till fokusgruppintervjuerna har analys av interna dokument som beskriver Performance Management-processen inom Logica, genomförts.Resultatet av undersökningen visar att ledarnas upplevelser av Performance Management-processen varierar beroende på vilken typ av arbetsgrupp man är ledare för. Trots viss problematik vid översättning av processens aktiviteter kopplade till målsättning, utvärdering, uppföljning och feedback till ett svensk arbetssätt, upplever ledarna att processen är ett stöd i ledarskapet. Detta med anledning av att den gör bedömningen av arbetsprestationer mer rättvis samt skapar möjligheter till ökad kommunikation med medarbetare kring personliga och organisatoriska mål.

This dissertation focuses on the interactions between local public sector organisations and institutions in the development of performance measurement (PM) targets and indicators. The research is grounded in the performance measurement and management literature and adopts a joint new institutional and resource dependence perspective. Empirically, the research, which is qualitative and theory-building, consists of case studies undertaken in local public sector organisations in England. The iterative comparison of theory and data has enabled the investigation of a number of relevant themes. In the last decade, the British Government has placed great emphasis on the consistency of objectives, targets and indicators from national to local levels with the aim of enhancing performance, transparency and accountability, and of driving behavior. However, this research shows that the influence of several organizations and the co- existence of various PM initiatives generate confusion and overlaps locally. Moreover, in the cases considered the unmanageable number of indicators and the lack of clarity regarding the drivers and purposes of PM have led to confused massages and counter- productive approaches to the measurement and management of performance. From a theoretical view-point, the favourable comments expressed by interviewees regarding the current PM regime contrast with critics of New Public Management. Furthermore, legitimacy-seeking and efficiency-enhancing rationals have emerged as intertwined and loosely coupled. This is in opposition to what is maintained by early new institutional theorists. In line with resource dependence theory, PM systems were found to be significant components of power systems in organisations. Through the examination of the roles of PM and the investigation of relevant concepts such as 'golden thread' and performance culture, this research aims to make an impact on policy-making and to improve the ways in which targets and indicators are set and used, hence having a positive effect on the services delivered.

The performance management of public utilities becomes significant because public utilities provide essential resources and services for people¡¦s daily lives. In this research, we focus on public water utility and take Taiwan Water Corporation as a case study to establish an appropriate performance management system for public utility. We refer to other public water utilities abroad and employ best practice in our case company. Therefore, we demonstrate the performance management of public utilities comprise production-related and finance-related aspects including 6 goals which are production, customer, workplace, environment, cost and profit goal and generalize 18 KPIs to examine the performance of Taiwan Water Corporation. The result suggests that Taiwan Water Corporation underperformed in recent years due to the achievement rates of 18 KPIs decreased gradually; however, its incentive bonus increased inversely. We presume that the current performance management involving goal setting, assessment standards, and reward system of Taiwan Water Corporation exists contradiction and inadequacy. Finally, we can learn from best practice that the performance assessment of public utility should be divided into production-related and finance-related aspects including six goals. Besides, the evaluation of reward system is suggested to connect with company¡¦s vision, mission and goal for causal relationship so that the team priority and individual priority are simultaneous and possess goal congruence.

The civil servant are those who work for government by laws and get official salary. To improve the efficiency and honesty of the civil servant, the government should evaluate their performances and results, and conduct the following personnel affairs according to that. In order to improve the effect of the performance appraisal system, the Examination Yuan tried to revise the Law of Performance Appraisal of Civil Servant based on the modern management system. However, this caused dissenting view and objection from most of the civil servant. As a matter of fact, we already had the system of performance appraisal on officials since Tang-Yu dynasty and it kept changing and revising through dynasties. In spite the republic government closed the agelong emperor reigning system, the management of the huge bureaucrat body still inherit the way used before, not breaking down from this changing. Therefore, when the Examination Yuan, just considering the effect of performance appraisal, changed the performance appraisal system directly without thinking about the historical and cultural nature of existing way, it can¡¦t avoid the questioning and opposing from the civil servant. Therefore, this study, from the viewpoint of the historical and cultural nature, researches the sameness and differences of performance appraisal system between current and ancient times, with which it further compares the outlook and method of performance management. In the final part, it discusses the meaning of the existence of performance appraisal system of the civil servant.

The researchers are currently engaged in wealth management professionals for over twenty years of practice areas, and for providing financial services wealth management asset allocation process, the experience of people in the pursuit of economic self-interest maximization process, often because the investors themselves for risk point of view and the cognitive, emotional or thought patterns, often become the reason he specifically interact with one of the key variables; contrary Holding institutions wealth management, wealth management because of their professionalism, motivation and company performance requirements of multiple variations, which will affect both the wealth management and customer interaction, or even affect the financial holding institution's operational performance. Operating financial holding companies are facing competition and changing regulatory requirements, this paper's major research-oriented background. In this study, thesis research purposes are as follows: 1 for the financial holding company status and wealth management and financial holding corporate social responsibility with the maxmun balance 2. Clarify the related adaptive to help wealth managers, except in self-motivation considerations for customers in the best interests of objective wealth planning, To achieve the true meaning of Wealth Management , the qualitative research papers in an open-ended questions, for wealth management executives, wealth management financial planning experts, wealth management customers, visit the open-ended questionnaire. Research findings of this paper are as follows: 1. ECFA circle of the era, Taiwan's wealth management expertise and practical experience in human resources. The main objective of the Bank seek power. This part of the commissioner on the future of Taiwan's financial planning and career development. 2. Financial holding company or the bank's private wealth management side representative is a major opportunity.bank or financial holding company for the wealth management side, the design should consider the KPI and bank profit center planning. Clarify the objectives and performance factors driving re-factor. 3 Faced with such public information so open and fast, many investors may continue to disrupt the signal wealth managers investment decisions, so individuals and companies how to operate the asset allocation, wealth management to provide objective Planning, this is the focus of future wealth management and financial holding companies, financial planning experts should be aware of the efforts. Follow-up study suggests the following 1 The traditional financial products and simple, systematic, wealth management has been unable to meet the increasingly diversified and international Internationalization of the wealth management market, how to more accurately identify the creation of wealth management clients - financial holding company or bank- Financial Commissioner and other common collection point and win the main factors, should this study follow-up recommendations. 2. Financial holding companies, the mainland's financial services future, how will Taiwan's current commissioner of the existing financial management practices by Experience and tacit knowledge for integrated knowledge management, and design combined with career planning, financial commissioner, then a total of The land bank to enter the mainland China and the integration of financial resources for financial arbitrage and planning. 3. Proposed noise signal for investment in confusion, how Wealth Management exclusive customer base for the message does not symmetry of the investment decisions of game theory into research. 4 .We recommended for the wealth management, financial holding companies, drivers of business performance and profit center design, long-term short-term. Re-assess the factors to be measured, has been in response to the current demand for wealth management clients plan features and long-established company sustainable long road to wealth management.

To upgrade administrative performance and quality of service, enhance the public¡¦s confidence in the government and elevate national competitiveness, the government requires Central Personnel Administration to make government agencies of all levels implement performance bonus system, combined with performance-based pay system, performance management system and performance appraisals adopted by both state-run and private enterprises. However, it is still a matter of opinions whether the system will work in bringing up the morale of civil servants in government agencies, which is worthy of further study by those concerned about public affairs. For the purpose of understanding the validity of performance bonus system executed by Penghu County Government, the study, based on ¡§Performance Bonus Scheme for the Executive Yan ¡® Administrative Agencies of All Levels¡¨ referring to related research papers and commentaries on performance bonus theories by scholars and experts, presents four aspects as to its evaluation: staff members¡¦ identification, administrative policies, effects and learning organization. A survey has been made for all public servants in county government and all agencies under it as well as in city and rural township agencies to attain the goal. Through statistics and analysis, barriers to the system include difficulty in evaluation, no connection between its goal and the prospects and administrative policies of the agency, lack of objectivity in applying the same evaluation to different types of agencies, insufficient inducement as a result of small amount of bonus, unfamiliarity with the scheme. Further analysis leads to the significant findings as follows: as far as identification is concerned, both males and females surveyed are in favor of the scheme, with higher support from personnel with lower education back- ground, non-executive and lower-ranking personnel while younger persons tend to disagree with the perfection of the scheme. In the aspect of administrative policies concerning performance management and evaluation, better-educated persons are apt to regard the evaluation applied to the different types of agencies as objective and more executives than non-executives approve of the objectivity of personal performance evaluation. As for its effects, those surveyed share no obvious differences regardless of age, education back-ground, position and rank; more senior officers agree that those awarded personal performance bonus are not entitled to sharing group performance bonus; All surveyed people, especially seniors, those with shorter record of service, those with high school (or under it) education back-ground and non-executives, identify with it. In view of the above-mentioned problems and findings, the study tries to make some suggestions for improvement: assisting the establishment of performance evaluation mechanism, promoting policy marketing, carrying out personnel involvement, enhancing administration through performance bonus system, flexibly adjusting means of performance management, offering more-profit inducement since the small amount of bonus is not incentive enough, carrying on performance bonus system and integrating it into the organizational culture; bettering the functions of performance evaluation committee, combing administrative performance evaluation, performance bonus system and annual merit evaluation together, building up knowledge-sharing mechanism through group learning.

Nowadays, all kind of enterprises have to face the tough environment-the low margin age. With the factors like liberalization of global trade, emergence of the newly industrialized countries and the blooming BRICs, the worse situation makes them to tolerate more pressure than before. One of all concern important items is cost system that we cannot put aside while composing a good business strategy, no matter how important low-cost leadership strategy, differentiation strategy, or focus differentiation strategy is. The key ingredients make enterprises more competitive including the implement of strategies and the control of cost. But what is the analysts¡¦ great responsibility for providing the right and instant information to the top managers is the cost information matched with the strategies and delivered precisely in the right time. According to the current cost system in this studied case, neither can the information supplied becomes the key source to assist top managers to make the vital decision, nor can performance appraisal system be used. How to create a feasible cost system which can provide the precise and instant information is the main purpose of the essay. The studied case in the essay is one of the public paper manufacturers in Taiwan and almost produces all kind of paper. To simplify the compliexity, focusing on the fine paper, the most competitive field of paper industry in the world becomes my main part of discussion in the essay. And hopefully it will become the trigger to get lots of people involved to continue the study further.