4 resultados para performance management framework
Resumo:
Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer-oriented strategy. Customer-linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer-oriented strategy. Data collected from two emerging economies – China and Hungary –established that supportive HRM partially mediated the relationship between customer-oriented strategy and customer-linking capability. Customer-linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer-oriented strategy for HRM and reveals the
importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.
Resumo:
The astonishing development of diverse and different hardware platforms is twofold: on one side, the challenge for the exascale performance for big data processing and management; on the other side, the mobile and embedded devices for data collection and human machine interaction. This drove to a highly hierarchical evolution of programming models. GVirtuS is the general virtualization system developed in 2009 and firstly introduced in 2010 enabling a completely transparent layer among GPUs and VMs. This paper shows the latest achievements and developments of GVirtuS, now supporting CUDA 6.5, memory management and scheduling. Thanks to the new and improved remoting capabilities, GVirtus now enables GPU sharing among physical and virtual machines based on x86 and ARM CPUs on local workstations,computing clusters and distributed cloud appliances.
Resumo:
Effectiveness in achieving mission is fundamental to evaluating charity performance, and is of central concern to stakeholders who fund, regulate and otherwise engage with such organisations. Exploring the meaning of transparency in the context of stakeholder engagement, and utilising previous research and authoritative sector discussion, this paper develops a novel framework of transparent, stakeholder-focused effectiveness reporting. It is contended that such reporting can assist the charity sector in discharging accountability, gaining legitimacy, and in sharpening mission-centred managerial decision making. Then applying this to UK charities’ publicly-available communications, it highlights significant challenges and weaknesses in current effectiveness reporting.