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Organizational Performance - Coggle Diagram
Organizational Performance
Khái niệm
Organizational performance comprises real results or outputs compared with intended outputs
Financial performance
Market performance
Shareholder value
Perform: is the process or action of performing a function or task
Organisation performance relates to how successfully an organized group of people with a particular purpose perform a function
Organizational performance means the transformation of inputs into outputs for achieving certain outcomes
Performance informs about the relation between minimal and effective cost (economy), between effective cost and realized output (efficiency), and between output and achieved outcome (effectiveness)
Đo lường
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Kỹ thuật,công cụ đo lường
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Benchmarking
Concept
The process of measuring products, services, and processes against those of organizations known to be leaders in one or more aspects of their operations.
Types
Performance benchmarking
Practice benchmarking
Internal benchmarking
External benchmarking
Strategic benchmarking
Process benchmarking
Competative benchmarking
Balance scorecard
Financial measures
Internal business process measures
Customer measures
Learning and growth measures
Tiêu chí đo lường
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Achievement of objectives
Expenditures
Bottom-line profits
Innovation
Growth
Buiness process efficiency
Cost-efficiency
Results
Perceived agility
Results of business invesments and projects
Financial returns
Project results
Project efficiency
Projected costs versus actual costs, measured against the derived benefits
Market place performance
Market share
innovation
Valuation
Size
Profits
Alignment
All company parts work together towards the same goals
Everyone in the company understands its mission and objectives and works together in a coordinated way to achieve them
Workforce metrics
Skills and proficiency
Productivity and performance
Engagement and motivation
Sentiment
Retention and loyalty
Resilience
Principles (Weick & Sutcliffe 2015)
Preoccupation with failure
Reluctance to simplify
Sensitivity to operations
Commitment to resilience
Deference to expertise
Concept
The ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper
Hình thức đo lường
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Human resource outcomes
Capital market outcomes
Organisational outcomes
Financial accounting outcomes
Quan điểm
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Truyền thống
Base on cost/efficiency
Profit oriented
Comparision with standard
Performance oriented
Short run oriented
Prevalence of individual measure
Aim at evaluating
Prevalence of functional measure
Đổi mới
Value-based
Customer oriented
Improvement monitoring
Performance cpability oriented
Long term oriented
Prevalence of transversal measure
Prevalence of team measure
Aim at evaluating and involving
Factors
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External factors
National policies, regulations, standards, and professional scopes of work etc.
Licensing or accreditation requirements and processes
Societal norms regarding gender, culture, class, religion and ethnicity etc.
Socio-economic conditions, education levels, and standards of living
Market conditions and customer needs and preferences
National and local infrastructure such as transportation, energy, telecom, water and sanitation etc.
Political changes in national and local government
Organisational system
Clear job expectations and authority
Supportive supervision system
Realistic workloads
Clear organizational goals, strategic plan, structure
Clear operational policies and efficient processes
Effective leadership
Effective management systems
Fair and transparent human resources’ recruitment management, and appraisal systems
Clear communication and information channels and access
Adequate financial resources
Employees’ incentive systems
Clear expectations regarding responsibility, accountability, and autonomy,
Constructive performance feedback
Fair compensation and rewards systems
Recognition for good performance and consequences for poor performance
Engaging in meaningful work
Professional development and career opportunities
Knowledge and skills
Basic educational requirement needed for the job
Technical and professional knowledge and skills
Social and communication skills
Problem-solving, critical thinking, teamwork, and leadership skills
Relevant work experience
Individual attributes
Internal motivation
Gender/ethnic/class identity
Religious, ethical, and moral values
Emotional, intellectual, physical, and creative abilities
Earlier life and work experience
Governing approaches (Competing approaches)
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Goal
Competing values
Consistency
System resource
Performance process management
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Planning
The defining stage
The feedback stage
The approval stage
Coaching
Organize meetings on a timely, regular basis
Provide necessary training, coaching and solutions
Solicit feedback on both sides
Revisit objectives as necessary
Reviewing
Reviewing employee performance
Reviewing the performance management process
Reviewing overall goal completion
Giving actionable feedback
Action
Reward and recognition
Setting the stage for next year’s performance management cycle
Underpinning
theories
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Resource Base View Theory
Social Exchange Theory