Using Balanced Scorecard for Subcontractor Performance Appraisal S. Thomas NG‚ Hong Kong‚ China Key words: Subcontractor performance‚ performance appraisal‚ balanced scorecard SUMMARY Several influential industry reports have pointed out that a decline in construction quality and productivity could be attributed to the performance of subcontractors who are entrusted to complete the actual works‚ yet subcontractor performance appraisal is a much neglected subject in construction. To facilitate
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Appraisal & Performance Management Words of Wisdom ‘A managerial witch-hunt and a general gripe and groan session about what I had or hadn’t done over the last year.’ ‘Performance appraisal is‚ in practice‚ more of an organizational curse than a panacea.’ ‘Assessment of performance has become a pervasive feature of modern life.’ Appraisal & Performance Management Appraisal is a process that provides an analysis of a person’s overall capabilities and potential‚ allowing informed decisions to
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address Performance Appraisal Bias? by Jerry Lane Silmon A Research Paper Presented in Partial Fulfillment of the Requirements for Human Resource Development Texas A & M University MAY 2010 © 2010 BY JERRY LANE SILMON ALL RIGHTS RESERVED TABLE OF CONTENTS How can Human Resource Development address Performance Appraisal Bias? 1 Integrity of the System 1 Leadership 2 Feedback and Communication 3 Forced Ranking 4 Values 6 Clear Goals and Objectives 7 Alignment 7 Performance Coaching
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al performance appraisal form template Part A Appraisee to complete before the interview and return to the appraiser by (date) A2 Pontos de discussão: Part B To be completed during the appraisal by the appraiser - where appropriate and safe to do so‚ certain items can completed by the appraiser before the appraisal‚ and then discussed and validated or amended in discussion with the appraisee during the appraisal.
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Developing an Effective Customer Loyalty Program Barry Berman oyalty programs are offered by both retailers and manufacturers to stimulate continued patronage among consumers through discounts‚ cash‚ free goods‚ or special services (such as free magazines on specialized topics of interest to loyalty program members). While retail cooperatives pioneered loyalty programs through giving members allowances based on their annual purchases‚ the more modern use of loyalty programs began with Raleigh
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Performance Appraisal System Performance appraisal systems are extremely important in an organization and depends mostly on the work there employees do. These systems allow tracking the progress and success of your employees. It is also a great tool for the employees to track their progress. It allows both managers and subordinates to see how their strength‚ and their weak points. An effective PA program will assist the company in achieving its goals
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Standard Chartered Bank is a British bank headquartered in London with operations in more than seventy countries. It operates a network of over 1‚700 branches and outlets (including subsidiaries‚ associates and joint ventures) and employs 73‚000 people. Despite its British base‚ it has few customers in the United Kingdom and 90% of its profits come from Asia‚ Africa‚ and the Middle East. Because the bank’s history is entwined with the development of the British Empire its operations lie predominantly
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CASE #2 HR Performance Appraisal and Review at the Zoological Society of San Diego The Zoological Society of San Diego (ZSSD) was founded in 1916. It was a non-profit organization that operated the Zoo and two more organizations in San Diego. ZSSD employed around 2500-3000 people during each year. The employees working in the ZSSD comprised a diverse group ranging from world-renowned scientists to teenage food-service
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Why managerial performance appraisals are ineffective: causes and lessons Clinton O. Longenecker Graduate School of Management‚ The University of Toledo‚ Toledo‚ OH‚ USA Claims that‚ in the quest for competitive advantage‚ modern organizations are making increasing demands on their change managers. Questions what organizations are doing to help managers develop the skills necessary to operate in a rapidly changing work environment. Suggests that systematic management development efforts at
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a) Describe the 4 Components Canadian Model of Occupational Performance Physical: Increase ROM‚ Increase tolerance to uncomfortable sensations‚ Coordination. Cognitive: Encourage imagination and creativity‚ increase ability to follow verbal/written directions‚ increase learning. Affective: show emotion‚ happy‚ angry‚ sad. spirituality: stress management‚ communicate what you are feeling‚ connectivity. b) Describe the 3 Occupations Canadian Model of Occupational Performance self-care: (Activities)
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