Performance management practices and their influence on lean service requirements
The Performance Management (PM) concept has been well documented in the English-written human resource management (HRM) literature, but little has been written in Polish research. It has been found to be a driver for both achieving as well as improving individual performance. This is why the PM conc...
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| Formato: | Online |
| Idioma: | polaco |
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Wydawnictwo Uniwersytetu Łódzkiego
2025
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| Acceso en liña: | ONIX_20250307_9788381422161_89 |
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| _version_ | 1869516273923129344 |
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| author | Ulrych, Wojciech |
| author_browse | Ulrych, Wojciech |
| author_facet | Ulrych, Wojciech |
| author_sort | Ulrych, Wojciech |
| collection | Directory of Open Access Books |
| description | The Performance Management (PM) concept has been well documented in the English-written human resource management (HRM) literature, but little has been written in Polish research. It has been found to be a driver for both achieving as well as improving individual performance. This is why the PM concept is a system-wide approach regarding individual performance that supports team and organizational performance. It therefore possesses strategic potential (a vertical approach) as well as supplying learning, development and a remuneration system (a horizontal approach). PM mostly includes HRM practices which are system-based and can be found in all kinds of organizations in a more or less formal way. Its characteristic feature mainly includes activities between a worker and a manager. This is why at its base PM is about trust, dialogue and positive reinforcement. PM is a supportive solution for lean services which incorporates all rules and most methods and techniques used in lean manufacturing. However a lean approach in itself is based on team-oriented solutions. It can also motivate employees to move freely among workstations, to stand in for absentees or to help others in the work process, and most of all, to transfer managerial control to more employee autonomy. In general lean goes against some PM practices like stiff job descriptions, performance appraisals and individual pay-for-performance. In these circumstances it was not clear whether the European-oriented PM system would meet the Japanese-oriented lean approach in terms of value-added services (e.g. waste reduction) and to overcome lean service barriers. The lean literature states that it is unreasonable to bring collective management concepts like lean management into an individualised-oriented work environment. |
| format | Online |
| id | doab-20.500.12854ir-153910 |
| institution | Directory of Open Access Books |
| language | pol |
| publishDate | 2025 |
| publishDateRange | 2025 |
| publishDateSort | 2025 |
| publisher | Wydawnictwo Uniwersytetu Łódzkiego |
| publisherStr | Wydawnictwo Uniwersytetu Łódzkiego |
| record_format | ojs |
| spelling | doab-20.500.12854ir-1539102025-03-07T12:28:06Z Performance management practices and their influence on lean service requirements Ulrych, Wojciech performance management lean service lean management human resource management waste reduction The Performance Management (PM) concept has been well documented in the English-written human resource management (HRM) literature, but little has been written in Polish research. It has been found to be a driver for both achieving as well as improving individual performance. This is why the PM concept is a system-wide approach regarding individual performance that supports team and organizational performance. It therefore possesses strategic potential (a vertical approach) as well as supplying learning, development and a remuneration system (a horizontal approach). PM mostly includes HRM practices which are system-based and can be found in all kinds of organizations in a more or less formal way. Its characteristic feature mainly includes activities between a worker and a manager. This is why at its base PM is about trust, dialogue and positive reinforcement. PM is a supportive solution for lean services which incorporates all rules and most methods and techniques used in lean manufacturing. However a lean approach in itself is based on team-oriented solutions. It can also motivate employees to move freely among workstations, to stand in for absentees or to help others in the work process, and most of all, to transfer managerial control to more employee autonomy. In general lean goes against some PM practices like stiff job descriptions, performance appraisals and individual pay-for-performance. In these circumstances it was not clear whether the European-oriented PM system would meet the Japanese-oriented lean approach in terms of value-added services (e.g. waste reduction) and to overcome lean service barriers. The lean literature states that it is unreasonable to bring collective management concepts like lean management into an individualised-oriented work environment. 2025-03-07T12:28:05Z 2025-03-07T12:28:05Z 2018 book ONIX_20250307_9788381422161_89 9788381422161 9788381422154 https://directory.doabooks.org/handle/20.500.12854/153910 pol Management image/jpeg Attribution-NonCommercial-NoDerivatives 4.0 International https://www.press.uni.lodz.pl/index.php/wul/catalog/book/678 Wydawnictwo Uniwersytetu Łódzkiego electronic 10.18778/8142-215-4 The Performance Management (PM) concept has been well documented in the English-written human resource management (HRM) literature, but little has been written in Polish research. It has been found to be a driver for both achieving as well as improving individual performance. This is why the PM concept is a system-wide approach regarding individual performance that supports team and organizational performance. It therefore possesses strategic potential (a vertical approach) as well as supplying learning, development and a remuneration system (a horizontal approach). PM mostly includes HRM practices which are system-based and can be found in all kinds of organizations in a more or less formal way. Its characteristic feature mainly includes activities between a worker and a manager. This is why at its base PM is about trust, dialogue and positive reinforcement. PM is a supportive solution for lean services which incorporates all rules and most methods and techniques used in lean manufacturing. However a lean approach in itself is based on team-oriented solutions. It can also motivate employees to move freely among workstations, to stand in for absentees or to help others in the work process, and most of all, to transfer managerial control to more employee autonomy. In general lean goes against some PM practices like stiff job descriptions, performance appraisals and individual pay-for-performance. In these circumstances it was not clear whether the European-oriented PM system would meet the Japanese-oriented lean approach in terms of value-added services (e.g. waste reduction) and to overcome lean service barriers. The lean literature states that it is unreasonable to bring collective management concepts like lean management into an individualised-oriented work environment. 10.18778/8142-215-4 83bfe9c9-323d-4283-b087-d859fd9af314 9788381422161 9788381422154 electronic open access |
| spellingShingle | performance management lean service lean management human resource management waste reduction Ulrych, Wojciech Performance management practices and their influence on lean service requirements |
| title | Performance management practices and their influence on lean service requirements |
| title_full | Performance management practices and their influence on lean service requirements |
| title_fullStr | Performance management practices and their influence on lean service requirements |
| title_full_unstemmed | Performance management practices and their influence on lean service requirements |
| title_short | Performance management practices and their influence on lean service requirements |
| title_sort | performance management practices and their influence on lean service requirements |
| topic | performance management lean service lean management human resource management waste reduction |
| topic_facet | performance management lean service lean management human resource management waste reduction |
| url | ONIX_20250307_9788381422161_89 |
| work_keys_str_mv | AT ulrychwojciech performancemanagementpracticesandtheirinfluenceonleanservicerequirements |