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Marick F. Masters Robert R. Albright Ray Gibney 《Employee Responsibilities and Rights Journal》2010,22(3):255-274
The face of unionism in the United States is becoming increasingly public sector. On the surface, public sector unionism appears
as a bright spot for labor. A more careful examination of the data, however, reveals that such unionism is at a standstill.
Absolute growth has been insufficient to offset losses in private industry, and it is largely tied to increases in public
employment. Public employee unions face numerous serious challenges, and questions have been raised in the federal service
about the very legitimacy of union representation. Future scenarios suggest that public sector unionism as a whole will likely
remain in a more or less stagnant position. 相似文献
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Thomas L. Albright Christopher M. Burgess Stan Davis 《Journal of Corporate Accounting & Finance》2011,23(1):73-80
How can you motivate people to accomplish an organization's goals? Is a carrot‐and‐stick approach the only—or even the best—way? This article suggests an approach that is potentially more effective by focusing less on the traditional approach of rewards versus punishment, relying instead largely on intrinsic motivations to help bring about desired outcomes. These efforts are consistent with the balanced scorecard concepts of goal setting and rewards that have been widely adopted as performance measurement and strategic communication systems since the early 1990s. © 2011 Wiley Periodicals, Inc. 相似文献
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Tom Albright Christopher M. Burgess Stan B. Davis Paul E. Juras 《Journal of Corporate Accounting & Finance》2007,18(4):65-72
This article explains some practical lessons learned from developing and implementing balanced scorecard programs in businesses having up to 800 employees. To avoid implementation pitfalls, the article provides some recommendations that can have a positive effect on any balanced scorecard initiative. © 2007 Wiley Periodicals, Inc. 相似文献
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Thomas L. Albright Christopher M. Burgess 《Journal of Corporate Accounting & Finance》2013,24(6):59-65
The balanced scorecard captures strategically relevant performance measures used as part of a per‐formance evaluation system. These systems often include financial and nonfinancial rewards intended to motivate employees to take actions aligned with corporate strategy. Yet recent literature finds that rewards can have the opposite of intended effects. We consider the best practices of high‐performing banking employees in the context of a balanced scorecard system that provides financial and nonfinan‐cial rewards for performance. Further, we consider the strategic, contextual environment in which these institutions compete. © 2013 Wiley Periodicals, Inc. 相似文献
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S.Christian Albright 《Socio》1975,9(5):189-195
In this paper we examine the optimal allocation of research money to incoming research proposals in a university environment. Since a university has no obvious objective to maximize when allocating research money, but rather has several, possibly conflicting, goals it would like to achieve, the method of goal programming is proposed as a solution technique, and the meaning and estimation of the priority weights in the resulting objective function in the goal programming problem, with regard to tradeoffs between goals, are discussed thoroughly. Finally, calculations based upon hypothetical sample data re presented in order to test the sensitivity of the model to different sets of priority weights. 相似文献
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Thomas L. Albright Christopher M. Burgess Aleecia R. Hibbets Michael L. Roberts 《Journal of Corporate Accounting & Finance》2010,21(6):69-74
The balanced scorecard (BSC) has achieved widespread acceptance as a strategic performance measurement tool. This article builds on the BSC process by showing how goal action plans can be used to help organizations translate strategic goals into actionable employee behavior to improve bottom‐line performance. © 2010 Wiley Periodicals, Inc. 相似文献
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Thomas L. Albright Christopher M. Burgess Aleecia R. Hibbets Michael L. Roberts 《Journal of Corporate Accounting & Finance》2010,21(5):63-68
Processing complex, unstructured information can be difficult. Since balanced scorecards can include as many as 24 or more measures, this article presents a methodology to help managers manage the complexity. The four‐step process explained here can lead to accurate and consistent evaluations using both quantitative and qualitative performance measures. © 2010 Wiley Periodicals, Inc. 相似文献
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One of the strengths of the balanced scorecard approach is the ability to link strategic goals with operational performance measures. But many adopters discover that while they understand the conceptual linkage between operational performance measures and strategic goals, they lack a structure to guide their efforts. This article illustrates the use of a technique—loosely based on quality management principles—that permits managers to articulate their strategic vision in the form of a process‐oriented business model. A banking institution is used to illustrate the business modeling approach to balanced scorecard development and implementation. © 2004 Wiley Periodicals, Inc. 相似文献