Performance measurement and management: a tool for strategy execution

Article Abstract:

Performance measurement and management (PMM) systems should be designed to execute corporate strategy, not just to evaluate performance. More often than not, measures used in PMM systems are irrelevant to organizational goals. These systems are therefore seen as red tape that function solely for the rating of employees as a basis for salary increases, thus contributing to the perception that such systems are useless and inaccurate. Successful execution of strategy via a PMM system entails the identification of critical success factors (CSFs) that embody the company's competitive advantage. These CSFs must then be operationalized using PMM measures that are relevant on the level of the individual, team and division. In this context, the PMM system of the pharmaceutical firm Global Health is shown to have improved accountability, participation and performance.

Performance, Usage, Measurement, Employee performance appraisals, Performance appraisals, Goal setting

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New HR roles to impact organizational performance: from "partners" to "players."(Special Issue on the Future of Human Resource Management)

Article Abstract:

The human resources (HR) function has been evolving to adapt to the changing business environment. In recent years, it has come to assume the role of a 'business partner.' While this role is important, it is argued that the HR department has to go beyond it and become a 'business player.' As such, HR practitioners must be able to make things happen instead of just being part of the team that gets the work done. They will ensure their continued relevance if they can demonstrate their economic value to the organization. This entails aligning HR with strategy to create a culture that promotes the organization's strategic direction. The strategic value of the HR function can be measured in terms of such factors as the strategic fit and financial impact.

Management, Organizational effectiveness

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Downsizing: practices in manufacturing firms

Article Abstract:

Results of a survey are presented of manufacturing company personnel directors. The survey was designed to capture organizational policies and assess perceptions and attitudes regarding downsizing are presented. In determining layoffs, seniority was cited as the primary overall criterion, while nonunion companies considered performance more than did unionized companies. Survey respondents considered few alternatives to layoffs, possibly because 94 percent of them had less than two months to plan and implement downsizing. Implications of the study for human resources practice, white collar employees, and future research are discussed.

Analysis, Manufacturing industry, Manufacturing industries, Corporate reorganizations, Layoffs

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