Performans yönetim sistemleri
Performance management systems
- Tez No: 39869
- Danışmanlar: DOÇ.DR. MEHMET TANYAŞ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1994
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 217
Özet
ÖZET Stratejik amaçların eyleme çevrilmesi, gelişimin izlenmesi ve sonuçların ödüllendirilmesi şeklinde kısaca tanımlanabilen performans yönetimi, etkin ve başarılı olma amacındaki örgütler için en önemli rekabet avantajıdır. Bu çalışmada, ülke ekonomisi ve işletmelerin yaşayabilirlikleri gibi birçok açıdan büyük öneme sahip, yeni sayıla bilecek bir yönetim yaklaşımı olan performans yönetimi incelenmiş ve performansın ancak bir sistem kurularak yönetilip denetlenebileceği ilkesine dayalı olarak performans yönetim sistemleri konu edilmiştir. Birinci bölümde, performans kavramının çeşitli tanımları yapılmış ve işletmeler için taşıdığı önem vurgulanmıştır. Geniş bir kavram olan performansın boyutları sergilenmiş tir.“Ölçülemeyen yönetilemez”anlayışından yola çıkılarak, izleyen bölümde performans ölçme ve denetleme sistemleri ne değinilmiş, bu konuda bilgi verilmiştir. Literatürdeki performans ölçme ve değerlendirme modelleri incelenerek, seçilen birkaçı tanıtılmıştır. Son yıllarda performansın boyutlarından biri olarak kabul edilen 'verimlilik' in artırılması, çalışmanın üçüncü bölümünün konusudur. Bu bölümde, verimlilik artışına örgüt sel yaklaşımlar, verimliliği artıran faktörler ve çeşitli teknikler yer almaktadır. Performans yönetim sistemleri adını taşıyan dördüncü bölümde, performans yönetimi kavramı ayrıntılı olarak incelenmiş ve temel aşamaları anlatılmıştır.Burada ayrıca çok şirketli bir grupta uygulanmış olan performans yöne tim sistemi yapısı, literatürdeki bir uygulama olarak bulunmaktadır. Beşinci bölüm, bir proses endüstrisinde performans yöne tim sistemi kurulmasını konu alan uygulama bölümüdür. (x)
Özet (Çeviri)
SUMMARY PERFORMANCE MANAGEMENT SYSTEMS Over the last decade the business world has undergone incredible change. Advances in global com munication and toppling trade barriers have opened borders to foreign investment and created an ever increasing number of potential markets. With so many organizations fighting for a hold on these new consumer groups, competition has escalated. Development and progression in the area of busi ness culture has had to keep pace, and has now reached a point where more and more corporations are being driven to evaluate and reevaluate their performance. The best way to improve the business' performance is to improve the performance of the people working within it. This is achieved through the application of Performance Management. Performance Management is a process of 'translating strategic goals into action, monitoring progress, and rewarding results'. It provides a structured but flexible approach to improving the performance of individual members of staff and sections, divisions, departments and of the organization as a whole. The progress of Performance Management over the first four years of the nineties has been rapid and exciting. The main features of a Performance Management scheme are: 1. Setting performance targets 2. Linking individual commitment, group and depart mental targets, and strategic and operational (xi)planning processes 3. Reviewing results 4. Identifying an individual's contribution to wards results 5. Determining performance strengths 6. Identifying areas for performance improvement 7. Conducting the performance discussion 8. Evaluating performance 9. Developing performance improvement strategies, The performance management is based on the suc cessful introduction and development of five primary techniques: 1. Function and target setting 2. Pyramid performance monitoring 3. Structure and communications 4. Staff development and appraisal 5. Management information systems. Individual, departmental, and overall performance can be best understood and measured through system! - zation of the whole process. The resulting Performance Management System will concentrate on better communication of company objec tives, developing individuals to help them achieve agreed targets, and fostering closer relationships between staff and managers. The use of open-learning resources is increasing, and self-development is encouraged as managers become more confident at encouraging individuals to consider alternative techniques and challenge established attitudes and assumptions by asking questions rather than deli vering edicts. An integrated Perfomance Management System fits the following criteria: 1. It is linked to corporate strategy 2. It establishes performance goals with extensive employee involvement 3. It provides methods to measure and report on (xii)performance 4. Iz provides periodoc feedback and planning for performance improvement 5. It links rewards to results The immediate benefits of a PMS are the change to clearly defined, observable objectives; a strong, direct connection between the rewards system and employee performance; more articulation of discussion about customer needs, project budgeting, financial management and the vital role played by employees. Once established the system will undergo a period of development which will maximize its effectivity. There are six steps involved in this process: 1. Conducting an organizational needs assessment through focus groups, indexi, and interviews 2. Establishing specific program objectives 3. Designing a measurement system by reviewing, discussing, and evaluating all the options 4. Developing a merit/bonus scheme based upon individual performance 5. Providing a comprehensive training program for all employees, including a skills training module for middle management 6. Communicating to employees formally and infor mally. This study descibes the concept of Performance Management, details its dynamics, and shows how this concept can be practically applied to a company. Chapter One gives a defintion of performance and its importance for corporations, then gives its dimensions in the following order: 1. Effectiveness 2. Efficiency 3. Productivity 4. Quality 5. Innovation (xiii)6. Quality of work life 7. Profitability and budgetability The key to a successful application of Performance Management strategy is the adoption of easy to use performance measurement tools. It is important that the performance appraisal system emphasizes the elements that can be measured objectively, such as work quality and quantity, accomplishment of goals and objectives, and completion of key accountabilities. The system should not deal with subjective factors such as worker personality and character. Chapter Two provides an explanation of how performance can be systematically measured and appraised. It also defines the basic steps involved in designing and applying models to measure and appraise performance, and specifies the procedure involved in evaluating the relevance of the seven dimensions listed in Chapter One to use in performance measurements. Each of the dimensions has been given a number of indicators, through which performance can be effectively measured. Five performance measurement models are included in this chapter. Productivity is one of the most important performance dimensions. Chapter Three presents a number of techniques, strategies and approaches which can be employed in its improvement. One of the prerequisites of good Performance Management is the provision of highly focused management information to allow measurement of performance against preset targets and objectives. Chapter Four, entitled ' Performance Management Systems', outlines the fundamental stages used in (xiv)building a Performance Management System. These are performance planning; performance control; and performance measurement and appraisal. An example of application taken from an existing source is given. The final chapter presents a comprehensive study of an on-going Performance Management System and shows the resulting benefits reaped from its application. As far as progress toward the ultimate aim of Performance Management is concerned, immediate profit growth may not be the most appropriate measure of success; the indicators may be more non-specific and subjective but in business culture terms, just as meaningful. Effective Performance Management requires considerable empathy, strong emotions and much care and consideration. xv
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