Yes / This empirical research explores local skill capacity gap in the petroleum industry in Ghana using a mixed method approach to study four public organisations. Matched samples of employees (226) were surveyed, while HR directors (9) were purposively sampled and interviewed. The findings suggest a wide local skill gap. Originality, this is one of the very few studies to explore the shortcomings of local skill capacity in public sector organisation. Research implications, more matched-sample studies are necessary to understand IOC’s local skill capacity further. Practically, the study is of significance to the policymakers. The main contribution of the research amongst others is to conceptualise the concept of HRM in Ghana’s context.

Background – Over the years, management control has become an agenda in the research field, and new frameworks have been developed to study organizational control and measure company performance. Management Control Systems (MCS) development has gained attention with the trend of young, technology-driven companies becoming substantial contributors to the economy. Because of the sudden growth of communication channels, employee numbers, and unguided processes around products and services, informal control becomes inefficient, causing communication problems and eventually limiting company growth. Research indicates that adaptation of a well-functioning MCS overcomes these problems. Purpose – The purpose of this study is to connect observations of Venture Capital effects on MCS to the existing SME and MCS literature. Method – Empirical data was collected by interviewing participants within four European SMEs that operate in different sectors. Semi-structured interviews were set up with the guidance of the theoretical framework. Thematic analysis was used to analyze the interview recordings. Findings – The study finds that case study companies commonly use Objectives and Key Results (OKRs), a practical implementation framework for Balance Scorecards (BSC). The short-sighted characteristics of BSC are in line with the nature of the SME environment, reactively responding to short-term threats and the financial-measure-focused VC interest. Agency Theory characteristics can label VC and SME relations. The research encourages addressing conflicting interests by redirecting focus to company growth. Since the adoption of well-functioning MCS assists company growth, this research suggests motivating and assisting MCS development at SMEs.

Thesis (MPA.) -- University of Limpopo, 2009 / The mini-dissertation takes off by studying the phenomenon of the management of performance of human resources in the Department of Education in Limpopo Province by specifically looking at practice of educators and managers in Waterberg District and how they implement the management of performance of educators in that District. Chapter one introduced the reader to the central concerns and issues raised in the mini-dissertation. For many years the Department of Education had attempted to implement a performance management system without success and without knowing what were the factors that made such an implementation not succeed and if it succeeded in some ways why it did not succeed to the desired extend. This chapter revealed that the aim of the study was to investigate factors that inhibited the implementation of management of performance of educators and that the research aimed at making recommendations for the successful implementation of the management of performance. Chapter two was aggressive in bringing a league of distinguished scholars who brought as many angles to the phenomenon as they understood and studied it. It brought together relevant and useful literature to the topic under study. Chapter three outlined to the reader the design of the research as well as the methodology that was used to bring about the realities of the implementation of the management of performance of educators. In order to increase the reliability of the findings a number of methodologies were triangulated. Chapter four was instrumental in analyzing the data and arriving at a scientific truth about what are the factors that affected the implementation of the management of performance of educators in the Department of Education in Limpopo Province. It is remarkable to note from the analysis of this data the high percentage of educators who are in the Department and are disillusioned by the prospects of a successful implementation of the management of performance of educators. Chapter five made far reaching conclusions and recommendations about what needs to be done in order to have the management of performance of educators successfully implemented. / University of Limpopo

In Sweden the second highest division in football is named Superettan and if a footballclub participates in that division they are considered by the Swedish footballassociation an elite football club. With that comes financial requirements and newrevenue streams which demands more of the club than if it played in lower divisions.Recent studies have reported a framework in the performance management systemthat organizations can use to produce missions, control and manage resources to makethe organizations accomplish more. In this paper a resumé will describe the strategic work and work process for the nonprofit organizations operating in Superettan. The purpose of the study is to examinethe work with mission and vision, what performance management and measurementis used and how the football clubs are working with combining non-profit objectiveswith for-profit objectives. The study's conclusion has been presented, regarding the combination of non-profitobjectives and the for-profit objectives. The result has shown that the non-profitobjectives have a large impact on the for-profit objectives. All the clubs are workingwith performance measurements and most of the performance measurements whetherit´s financial or sport measurement are linked with the sport performance. The processfor setting mission and vision are similar in each participating club. The board has thefinal approval but the suggestions of mission and vision many times comes from theclub manager and different sections of the club.

Purpose - This thesis addresses the lack of research on Performance Management (PM) in Hidden Champions (HCs) due to development and implementation of a HC tailored PM system (PMS) in Action Research Design (AR). A HC tailored strategy map and PMS framework were elaborated to improve the financial and non-financial performance of the HC. Design/methodology/approach - A longitudinal case study with two AR cycles were performed to develop the HC tailored strategy map and framework for the PMS including their implementation using mixed methods data collection. A validated HC tailored strategy map and framework for the PMS implementation are presented. Findings - Findings show significantly increased financial and non-financial performance of the HC. The revenue of the case company increased by 11.6%, the return on revenue increased 3% up to 17%, customer satisfaction grew, throughput times shortened and leadership competencies improved. Findings further show that AR is an effective procedure for HC tailored PMS design and implementation. Research limitations and practical implications - The findings are based on one case study and needs to be tested in other HCs. Findings should be of interest to scholars in the field of PM, as well as practitioners improving financial and non-financial performance. Originality/value -This thesis contributes to knowledge of PM in HCs, and AR, as it provides a validated HC strategy map and framework for HC tailored PMS implementation in a HC. It provides an approach for practitioners to improve financial and non-financial performance in HCs.

No description available.

No description available.

No description available.

Yes / The increase availability of operational data from the fleets of cars in the field offers opportunities to deploy machine learning to identify patterns of driver behaviour. This provides contextual intelligence insight that can be used to design strategies for online optimisation of the vehicle performance, including compliance with stringent legislation. This paper illustrates this approach with a case study for a Diesel Particulate Filter, where machine learning deployed to real world automotive data is used in conjunction with a reliability inspired performance modelling paradigm to design a strategy to enhance operational performance based on predictive driver behaviour. The model-in-the-loop simulation of the proposed strategy on a fleet of vehicles showed significant improvement compared to the base strategy, demonstrating the value of the approach.

Manufacturing management and operations place heavy emphasis on monitoring and improving production performance. This supervision is accomplished through strategies of manufacturing performance management, a set of measurements and methods used to monitor production conditions. Over the last thirty years the most prevalent measurement of traditional performance management has been overall equipment effectiveness, a percentile summary metric of a machine's utilization. The technologies encapsulated by Industry 4.0 have expanded the ability to gather, process, and store vast quantities of data, creating opportunity to innovate on how performance is measured. A new method of managing manufacturing performance utilizing Industry 4.0 technologies has been proposed by McKinsey & Company and software tools have been developed by PTC Inc. to aid in performing what they both call digital performance management. To evaluate this new approach, the digital performance management tool was deployed on a Festo Cyber-Physical Lab, an educational mock production environment, and compared to a digitally enabled traditional performance management solution. Results from a multi-day production period displayed an increased level of detail in both the data presented to the user and the insights gained from the digital performance management solution as compared to the traditional approach. The time unit measurements presented by digital performance management paint a clear picture of what and where losses are occurring during production and the impact of those losses. This is contrasted by the single summary metric of a traditional performance management approach, which easily obfuscates the constituent data and requires further investigation to determine what and where production losses are occurring.