Анализ опыта построения систем управления производственной деятельностью иностранных и российских нефтегазовых компаний

The implementation of performance management and appraisal system in any organization is to accomplish its strategic goals and objectives. The foundation of any organization is the performance management system (PMS). Organizations would not be able to survive if workers did not perform their assign duties. Organizations would be competitive and productivity would rise if workers gave their best effort. Performance appraisals (PA) are seen to be a useful Human Resource Management (HRM) tool that measures the standards that any organization or company sets for its workers by monitoring each worker’s performance in relation to the organization’s objectives. In Gombe State Treasury, staff evaluation performance is conducted manually which result to a lot of problems such as data inconsistency, inadequate storing of posting history, limited accessibility and flexibility among others. To address these issues online appraisal system was developed and implemented in the organization using water fall model as the adopted methodology and it is evaluated by distributing questionnaires to the staff and the management, analysis was carried out based on the defined hypothesis to see the impact of the system in the ministry which was found that the system has significant impact in conducting the appraisal exercise on both the staffs and the management as such it overcome the mentioned challenges faces during the exercise. The new system was designed to be more effective and productive for conducting staff appraisal exercise, eliminating all types of delay and tension. This research work made use of data collected from the organizations materials and journals from various authors and software was developed to effectively achieved aims of the research. The implementation of the system was carried out using PHP, JAVASCRIPT, CSS, APACHE and MYSQL for the database was carried out in the research. The system will automatically reduce the time and effort in the process. The system also evaluated by the staff of the organization and the data collected were analyzed and concluded that the system has significant impact in conducting the process based on the defined hypothesis.

Without the employee feedback, the developed performance management system (PMS) cannot be assumed as an effective system that able to stimulate their workers to achieve the company’s objectives and targets. This paper aims to identify the implementation of performance management system in the company, to analyze the factors that affect employee perception on PMS, and subsequently to determine the relationship between factors influencing employee perception and PMS. 119 questionnaires were distributed to employees in Company X. The response rate is 43% of the total sample. The finding shows that the respondents strongly agreed on the implemented PMS in the company. Also, employee participation was the highest factor that influencing employee perception of PMS, followed by employee knowledge and skills, and rating techniques. Overall, each of the factors had a significant relationship with the PMS. This study may assist managers in improving their communication with employees on their work performance. Therefore, this will increase the employee understanding of how they have been assessed and feel that the process is fair. Later, this will ensure a positive employee perception of the implemented PMS.

The determining or the implementation of occupational safety and health management system is an obligation for all companies as is already mandated in Government Regulation Number 50 in 2012. The implementation have an aim to reduce the risk level of work accident noraltough the occupational illness which may be happening in work environment. The aim of this research is to cover the implementation of occupational safety and health management system at PT. PLN (Persero) Rayon Rote Ndao. This research is using descriptive analysis method with total five informants which are consist of the manager of PT.PLN (Persero) Rayon Rote Ndao, supervisor K3, office employee, field employee and engineer. The research result shows that theoccupational safety and health management system’s commitment and the policy, the occupational safety and health management system’s planning, the occupational safety and health management system’s implementation, the occupational safety and health management system’s measurement and evaluation, and the occupational safety and health management system’s review and improvement in PT.PLN (Persero) Rayon Rote Ndao have already been well applyed.

A selected logistics company, at City Deep in Johannesburg, rolled out a balanced scorecard as a strategic performance management system (PMS) to remedy service delivery challenges since 1997. The institutionalisation of this system has become an essential aspect of its people management strategy in relation to the overall strategic objectives of the company. Numerous problems marred its implementation, with some employees citing inconsistencies in the ratings awarded, ineffective communication and favouritism, and this consequently affected service delivery performance. The primary aim of the study was to evaluate the implementation of a PMS at the selected logistics company. Its sub-objectives guided the study. These include determining the factors influencing the participation of managers and employees in a PMS; evaluating the relationship between knowledge practices in a PMS and excellent service delivery and seeking remedies to the implementation challenges thereof. The quantitative research methodology was utilised in this study. A standardised close-ended questionnaire on a seven-point Likert Scale was employed for data collection from study participants. Microsoft Excel was used to analyse the data collected. Inferential (z) statistic testing, factor analysis, and Cronbach's Alpha test were performed using the Statistical Package for the Social Sciences (SPSS) and the statistical tools available in Microsoft Excel. Research findings revealed that the company's vision and mission statement were not adequately shared with subordinates concerning the company's balanced scorecard as a PMS. Additionally, performance feedback was found to be biased and ineffective, thereby severely affecting the implementation of the PMS. In conclusion, senior management must institutionalise continuous professional development workshops to effectively disseminate the organisation's vision and mission statements to its employees. Managers are urged to conduct regular performance evaluation sessions and provide objective written performance feedback to subordinates timeously.

PurposeThis paper seeks to provide a method which increases the chance of successful implementation and use of a performance management system (PMS). This method should incorporate both the instrumental and behavioral sides of performance management, be based on a solid theoretical foundation, and have been proven in practice.Design/methodology/approachThe method is called the strategic performance management development cycle, which consists of three stages: design a strategic management model; design a strategic reporting model; and design a performance‐driven behavioral model. The workings of the cycle are illustrated with a case study of a publishing company which used the method during the implementation of a new PMS.FindingsApplying the strategic performance management development cycle makes it possible for an organization to create in a short time period a new PMS, which will then improve the organization's results dramatically.Practical implicationsDuring the implementation of a PMS an organization has to expressly pay attention to all three stages of the strategic performance management development cycle, in order to increase the chance of a successfully implemented and used PMS.Originality/valueIt has been reported that 56 percent of PMS implementations fail, meaning that these implementations do not result in a PMS that is used regularly by all people in the organization. This article describes an implementation approach which is based on a solid theoretical foundation, has been proven in practice, and will give organizations a better chance of a successful PMS implementation.

The paper deals with the different roles that IS Performance Management Systems can play in an organization. These systems can be used to measure how IS contributes to business value but they can be also management tools which help IS department to manage and improve its own processes and services and as a consequence IS performance. These roles are both important but usually the second role mentioned is considered a priority, in fact the most common reason which leads to the implementation of IS Performance Management Systems is to support a Governance approach to IS. The fact depends on several reasons: logical sequence of implementation process, organizational readiness, IS maturity of users, power conflicts, information asymmetry, etc. The paper analyses these aspects through the case study of an Italian insurance group.KeywordsBalance ScorecardOrganizational ReadinessInformation System ResearchPerformance Measurement ApproachPerformance Management SystemThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

This study aims to examine the contribution of Industrial and Organizational Psychology (IOP) in developing a more humane, effective, and sustainable performance management system. The approach used is descriptive qualitative, with data collection techniques in the form of in-depth interviews, participant observation, and documentation studies. The results of the study indicate that the integration of IOP principles is able to form a performance management system that not only assesses work achievements quantitatively, but also considers aspects of motivation, perceptions of fairness, two-way communication in feedback, and a supportive work culture. In addition, the psychological approach to performance management has been shown to contribute to reducing resistance to change, improving psychological well-being, and strengthening employee loyalty to the organization. Thus, IOP plays an important role in creating a holistic and adaptive performance management system to the dynamics of modern organizations. This study recommends that organizations be more proactive in integrating IOP principles in the design and implementation of performance management systems to improve work effectiveness and productivity sustainably.

This research is dedicated to studying the implementation of teacher performance management system and its impact on the quality of education. Through a descriptive qualitative approach, the researcher seeks to understand teachers' experiences, the challenges of implementing this system, and its contribution to student achievement. It is highlighted that teachers have a high awareness of the performance management system, but they face challenges such as heavy workload and limited resources. School leadership plays a crucial role in creating a conducive environment for the implementation of the management system. The research shows that successful implementation of the teacher performance management system correlates with improved education quality. Recommendations include curriculum development, strengthening the role of school leadership, implementing a clear reward system, revising school policies, and conducting further research. These recommendations aim to improve practices and policies that encourage teacher involvement and enhance education quality. This research contributes to a better understanding of the complexity of implementing teacher performance management systems and their importance for education quality. The findings and recommendations of this research can serve as a basis for improving practices and policies at a broader level of education.

This study investigated teacher experiences of, and response to the manner they were assessed or appraised in implementation of Performance Management System (PMS) in Zimbabwe amid concerns over difficulties in the determination of the link between an individual’s job performance and organizational performance, subjectivity in the conduct of performance appraisals and the interplay of personal biases in performance assessment and ratings. Using mixed methods approach, research designs included the survey, case study and phenomenology. From two randomly selected districts of the Midlands Province, 5.2% of primary school teachers and 3.5% of secondary school teachers were randomly sampled from randomly picked schools in the two districts. School heads of sampled schools and district education officers were purposively selected. Data generation tools included questionnaire, semi-structured interviews, document analysis and non-participant observation. Analysis employed descriptive statistics (numbers and corresponding percentages) for quantitative data, and thematic analysis for qualitative data respectively. The major finding was that training on PMS was inadequate for supervisors and teachers. Consequently, teachers and supervisors did not understand what they were expected to do in PMS. Furthermore, school heads’ concern lay with summative supervision and enforcement of PMS through coercive, dictatorial approaches akin to policing for compliance. Without adhering to procedure, crisis management combined reviews and appraisal ratings in a single meeting in some cases. Teachers perceived supervisors’ role negatively, resulting in teachers cheating or resisting, thus defeating professional development benefits of PMS. Findings point to the need for training and resourcing, or modification of the system to suit context.

Revisiting the concept of development, disaster and safety management: The Quranic perspective

Occupational Safety and Health (OSH) plays a crucial role in ensuring a safe work environment, especially in high-risk sectors like healthcare, where workplace accidents and disease exposure are common. This study aims to assess the implementation of OSH at Hospital X in Bandung City by analyzing its occupational safety management system according to Government Regulation No. 50 of 2012, with a focus on Indicator 6, which pertains to Work Safety Standards under the Occupational Safety and Health Management System (SMK3). The research method used a qualitative approach supported by quantitative data, with data collection through questionnaires, observations, and interviews. The respondents included OSH management staff and hospital visitors. The study’s findings indicate that the overall implementation of Occupational Health and Safety (OHS) at Hospital X is categorized as good. This suggests that the hospital's risk control procedures are generally effective in minimizing potential workplace hazards. The hospital management’s perception of the OHS Management System (SMK3) implementation was positive, reflecting their commitment to ensuring a safe work environment. However, the assessment from visitors regarding the OSH implementation fell into the fairly good category, indicating room for improvement in certain areas, especially in terms of visitor awareness and involvement in the hospital’s safety measures. The results highlight the importance of continuous evaluation and improvement in implementing OHS standards, particularly in high-risk settings such as hospitals. Strengthening visitor education and engagement in OHS practices could further enhance the overall safety culture at the hospital. This study contributes valuable insights for improving OSH management systems and risk control strategies, ultimately aiming for a safer and healthier work environment for both hospital staff and visitors.

Improving the industrial safety management system at enterprises with chemically hazardous sites

This book covers the design, implementation, and auditing of structured occupational health and safety management systems (SMS), sometimes referred to as safety programs. Every workplace has a form of SMS in place as required by safety regulations and laws. The Design, Implementation, and Audit of Occupational Health and Safety Management Systems describes some of the elements that constitute an SMS, the implementation process, and the auditing of the conformance to standards. It covers more than 60 processes, programs, or standards of a system, and gives important background information on each element. Guidelines and examples show how to design and implement the risk-based processes, programs and standards, and how to audit them against standards. The text is based on actual SMS implementation experiences across a wide range of industries. It offers a roadmap to any organization which has no structured SMS. It will guide them through the process of upgrading their health and safety processes to conform to local and international standards. It will lead them away from relying on reactive safety measures such as injury rates, to proactive actions which are measured by the audit of the system. Features Covers more than 60 elements of a safety management system (SMS) Provides practical examples of how to design, implement, and audit a structured SMS Based on actual SMS implementation experience across a wide range of industries Presents the integration of an SMS into the day-to-day functions of the organization

“Treat people the way they are and they will stay that way. Treat people the way they can become and they will become that way” (Johann Wolfgang von Goethe). Performance management is one of the most important construct in management research. This exploratory study elaborates the various aspects of the performance management system. Researchers have taken a private school as a case study. The purpose of this study is to analyze the performance management system of a private school in terms of the appraisal procedures used for the evaluation of teachers and to assess the effectiveness of the performance management system. A combination of quantitative and qualitative research approach has been adopted that consist of a questionnaire and semi structured interviews in order to understand the different aspects of the performance management system. 3 head teachers and 22 teachers have participated in this research. The findings revealed that proper monitoring, effective recognition, rewards and feedback may add value to the overall process of the performance management system. Findings have also shown that the appraisal form is used annually for the evaluation and feedback about teachers is taken only from the class representatives these are the hindering factor in the evaluation system of the case study school. Researchers have also explored some suggestive solutions for the improvement of the current performance management system. The current study will not only contribute to the performance management research but it can also be important study for considering issues during the implementation of performance management system in private schools.

A business organization will continue to make various efforts to survive even to develop themselves. The company which is engaged in the creative industry in recent years has experienced a delay in production which is classified as quite high, the amount of output produced is still below the targeted amount and has decreased the quality of products that have an impact on financial success, so the Study on Identifying Organizational Effectiveness Using Six Box Model. This study uses qualitative methods with data collection tools in the form of documentation, questionnaires, interviews and focused group discussions. Based on the problem and data analysis shows the existence of problems about the performance process in the company which consists of the process of identifying, encouraging, measuring, evaluating, improving and rewarding employee performance. This employee’s performance needs to be managed properly to achieve organizational goals, so that it becomes a performance management concept. With the implementation of the Performance Management System in the company, the evaluation process of performance results becomes easier so that the provision of rewards and punishments will also be easier to implement in an effort to increase organizational effectiveness. Keywords: performance management system, Employee Performance, Organizational Effectiveness