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Perceived Performance (perceived + performance)
Selected AbstractsDo Applicants' Perceptions Matter?INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 4 2007Investigating Reapplication Behavior Using Fairness Theory This study used a fairness theory approach to examine a link between applicants' perceptions and their actual reapplication behavior. We suggested that applicants who do not receive job offers form ,Would' counterfactuals based on perceived performance and ,Should' counterfactuals based on two procedural justice rules (job relatedness and opportunity to perform). Participants (N=542) were applicants for a United States federal government position. After not being hired in the initial selection process, 9% of the applicants reapplied for the job the following year. We found some support for the hypothesized interactions. The job relatedness,perceived performance interaction was not significant, but the opportunity to perform,perceived performance interaction was. Opportunity to perform had a stronger influence when perceived performance was higher. [source] Evaluating the Performance of Third-Party Logistics Arrangements: A Relationship Marketing PerspectiveJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2004A. Michael Knemeyer SUMMARY By 2005, users of third-party logistics services may be spending an average of nearly one-third of their total logistics budgets (compared to 20 percent today) to support 3PL services (Gooley 2000). Yet, very little research has examined managerial activities that might influence the performance of these logistics outsourcing relationships. Over the past several years, the management approach that views relationships as key assets of the organization has gained increased prominence in the priorities and practices of many companies (Gruen, Summers and Acito 2000). The current study utilizes this relationship marketing perspective as the basis for evaluating the perceived performance of third-party logistics arrangements. In particular, the current study examines the influence of six key relationship marketing dimensions on a customer's perceptions of their 3PL provider's performance. In so doing, the article builds on research (e.g., Goldsby and Stank 2000) that focuses on potential linkages between logistical performance metrics and managerial activities. The results suggest linkages between relationship marketing activities and the perceived performance of the 3PL arrangement. [source] The role of project management maturity and organizational culture in perceived performancePROJECT MANAGEMENT JOURNAL, Issue 3 2009Hulya Julie Yazici Abstract This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations. [source] Reducing Ongoing Product Design Decision-Making Bias,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2008Michael Antioco The objective of this exploratory study is to add to our understanding of ongoing product design decision-making to reduce eventual decision-making bias. Six research questions are formulated with the aim to establish if and how functional membership and informal patterns of communication within an organization influence whether and why employees are willing to engage in product design modifications. We selected as a field site for our study an industrial company that had an internal research and product development operations and where the employees were located on the same site. A three-step approach within the manufacturing case company was designed: (1) In-depth interviews were carried out with managers and employees; (2) a survey questionnaire was sent out to all employees involved with a specific product that is subject to potential design modifications; and (3) a post hoc group feedback session was organized to further discuss our findings with the management. First, analysis of the nine in-depth interviews establishes a taxonomy of product design decisions involving four types of criteria; product-related, service-related, market-related, and feasibility-related criteria explain why employees would engage or not in product design modifications. Second, it is demonstrated that functional membership has a significant influence on the concern for these decision-making criteria as well as on the decision to proceed or not with product design modifications. In other words, functional membership influences whether and why employees are more or less willing to make product design modifications. In this manufacturing company, a global industrial player, the differences in concern appear especially for service- and market-related criteria and pertain particularly to the research and development (R&D) and service function. Overall, even though the perceived performance of the specific product under study did not differ significantly among the different departments, it is observed that R&D employees were significantly less in favor of proceeding with product design modifications than other employees were. Third, using UCINET VI software, we provide some explanations for this finding. It is shown that informal patterns of communication (i.e., employee degree centrality) operate a situational opportunity to make modifications to an existing product and a cognitive opportunity influencing the decision to modify product design following an inverted U-shaped function. Ultimately, we derive practical guidelines for an ideal product,team composition to reduce product design decision-making bias. [source] | ||||||||||