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    However,with the effects of PFs on salaries and recognition, motivationwill undoubtedly be imposed on employees. Therefore, PMSSadvantages will be more documented with long-term feedbackresults.6. Practical and managerial implications of PMSSPerformance measurement systems and information sys-tems receive considerable attention nowadays; thus it isexpected that PMSS, with both characteristics, will provide nu-merous and important advantages for its users. Although PMSSis still running in two construction companies, and long-termfeedback has not yet been received, it is believed, and somehowproved by short-term feedback results, that some main practi-cal and managerial implications of PMSS are:• Positive effects on working behavior of employees andmanagers.• Creation of a competitive environment among employees toperformtheirwork in the shortest time,with the lowest cost,and to the highest quality level.• Provision of a decision tool for managers to have quick andreliable access to employee performance, and tomonitor theoverall performance of their organization.• Motivation of employees for better performance as a humanresource management tool.• To encourage companies seeking ISO 9000 certification orQMS deployment to start and continue the process, andovercome implementation difficulties.• Reduction of costs through a reduction in the numberof administrative personnel, office space and equipment,archiving space, etc.• Assist organizations to make the best use of resources, suchas time, cost, manpower, machinery and materials.7. ConclusionsCompanies seeking quality management system deploy-ment, like ISO 9000 certification, face numerous discouragingdifficulties. Major difficulties are paperwork, documentation,communication and lack of motivation.
    Using a web-based office automation system, called Perfor-mance Management Support System (PMSS), managers wouldbe promptly provided with accurate information about theirbusiness. PMSS reduces paperwork through appropriate IT uti-lization, decreases documentation problems by the use of adata warehouse, overcomes communication problems by usingInternet and mobile phone facilities, and, finally, assists the company in getting ISO certification as a part of its qualityman-agement system.On the other hand, PMSS encourages employees to performtheir jobs in the possible shortest time, with the lowest cost,and at the highest quality level to gain higher PFs. Obtaininghigher PFs will provide a better standing of the employee in thecompany and contribute to earning more prerequisites.PMSS only considers functional OBS and takes three indexesof time, cost and quality in performance calculations. Furtherstudies can be conducted on other types of OBS and alsoseparate consideration of three other resources in calculations.References[1] Alshawi, M. and Ingirige, B. ‘‘Web-enabled project management: anemerging paradigm in construction’’, Automation in Construction, 12,pp. 349–364 (2003).[2] Lam, K.C. and Ng, S.T. ‘‘A cooperative Internet-facilitated quality man-agement environment for construction’’, Automation in Construction, 15,pp. 1–11 (2006).[3] Sroufe, R. and Curkovic, S. ‘‘An examination of ISO 9000: 2000 andsupply chain quality assurance’’, Journal of Operations Management, 26,pp. 503–520 (2008).[4] Ng, S.T. ‘‘Performance of engineering consultants in ISO 9000-basedquality management systems implementation’’, Engineering, Constructionand Architectural Management, 12(6), pp. 519–532 (2005).[5] Pheng, L.S. and Wee, W. ‘‘Improving maintenance and reducing buildingdefects through ISO 9000’’, Journal of Quality in Maintenance Engineering,7(1), pp. 6–24 (2001).[6] Allesina, S., Azzi, A., Battini, D. and Regattieri, A. ‘‘Performance measure-ment in supply chains: new network analysis and entropic indexes’’, In-ternational Journal of Production Research, 48(8), pp. 2297–2321 (2010).[7] Pero, M., Rossi, T., Noe, C. and Sianesi, A. ‘‘An exploratory study ofthe relation between supply chain topological features and supplychain performance’’, International Journal of Production Economics, 123,pp. 266–278 (2010).[8] Whicker, L., Bernon,M., Templar, S. andMena, C. ‘‘Understanding the rela-tionships between time and cost to improve supply chain performance’’,International Journal of Production Economics, 121, pp. 641–650 (2009).[9] Kim, S.W. ‘‘An investigation on the direct and indirect effect of supplychain integration on firmperformance’’, International Journal of ProductionEconomics, 119, pp. 328–346 (2009).[10] Craighead, C.W., Hult, G.T.M. and Ketchen Jr., D.J. ‘‘The effects ofinnovation-cost strategy, knowledge, and action in the supply chain onfirm performance’’, Journal of Operations Management, 27, pp. 405–421(2009).[11] Yeung, A.C.L. ‘‘Strategic supply management, quality initiatives, andorganizational performance’’, Journal of Operations Management, 26,pp. 490–502 (2008).[12] Kojima, M., Nakashima, K. and Ohno, K. ‘‘Performance evaluation of SCMin JIT environment’’, International Journal of Production Economics, 115,pp. 439–443 (2008).[13] Cousins, P.D., Lawson, B. and Squire, B. ‘‘Performance measurement instrategic buyer–supplier relationships—themediating role of socializationmechanisms’’, International Journal of Operations and Production Manage-ment, 28(3), pp. 238–258 (2008).[14] Sharif, A.M., Irani, Z. and Lloyd, D. ‘‘Information technology andperformancemanagement for build-to-order supply chains’’, InternationalJournal of Operations and Production Management, 27(11), pp. 1235–1253(2007).[15] Carr, A.S. and Kaynak, H. ‘‘Communication methods, information sharing,supplier development and performance—an empirical study of their rela-tionships’’, International Journal of Operations and Production Management,27(4), pp. 346–370 (2007).[16] Wong, W.P. and Wong, K.Y. ‘‘Supply chain performance measurementsystem using DEA modeling’’, Industrial Management + Data Systems,107(3), pp. 361–381 (2007).[17] Sepehri, M., Fayazbakhsh, K. and Ghasemzadeh, F. ‘‘A corporate supplyoptimizer with flow network’’, Scientia Iranica, Transactions E: IndustrialEngineering, 17(1), pp. 70–83 (2010).[18] Hosseini Baharanchi, S.R. ‘‘Investigation of the impact of supply chain in-tegration on product innovation and quality’’, Scientia Iranica, TransactionsE: Industrial Engineering, 16(1), pp. 81–89 (2009).[19] Fazel Zarandi, M.H., Turksen, I.B., Moattar Hoseini, S.M., Bastani, S. andMohebi, A. ‘‘A fuzzy intelligent information agent architecture for supplychains’’, Scientia Iranica, 15(5), pp. 623–636 (2008).[20] Phusavat, K., Anussornnitisarn, P., Sujitwanit, S. and Kess, P. ‘‘Profile-basedcircumstances for productivity measurement’’, Industrial Management +Data Systems, 109(6), pp. 825–839 (2009).[21] Ho, L.A. ‘‘What affects organizational performance? The linking of learningand knowledge management’’, Industrial Management + Data Systems,108(9), pp. 1234–1254 (2008).[22] Lin, C.Y. and Kuo, T.H. ‘‘The mediate effect of learning and knowledgeon organizational performance’’, Industrial Management + Data Systems,107(7), pp. 1066–1083 (2007).[23]
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