Utopi A Colony Of Human Virtue And Happiness - 3490 Words

Utopia is a thing every modern civilization strives for. In Greek, the word topos means place, but the prefix ou- or eu-, rendered in modern English as u has a double meaning: ou- means no while eu- means good. In other words, the literal translation of utopia can be either good place or â€Å"no place.† When asked the definition of â€Å"utopia† one can assume the recurring answer would correspond to Nathaniel Hawthorne’s opening statement in The Scarlet Letter saying that utopia is â€Å"a colony†¦of human virtue and happiness†¦Ã¢â‚¬  (Hawthorne 1). However as human beings, with independent wills and thoughts, the suggestion that a whole community can think and be as one to create that perfection without some kind of restriction is implausible. I assert that social, physical, and mental conditioning must be utilized to create the single-mindedness of a majority to make this society conceivable. In 1516, the first recorded utopian society was found in Thomas More’s novel Utopia. What was first and foremost a biting, satirical take on his own society, held some sincerity into what More pictured as a flawless civilization. To the inhabitants of this country named Utopia, â€Å"their chief concern is what to think of human happiness†¦Ã¢â‚¬  and â€Å"virtue as living according to nature; and God†¦Ã¢â‚¬  (More 65, 66). They are a people who find serenity in holding on to no material possessions and partaking in everything together, contributing to the sense of community. The doors to all the houses are left

Indigenous Disadvantage Free Essays

Working Effectively with Aboriginal and Torres Strait Islander People Why are Indigenous people in Australia still disadvantaged with regard to health care and services? For the last 200 years Indigenous people have been victims of discrimination, prejudice and disadvantage. Poor education, poor living conditions and general poverty are still overwhelming issues for a large percentage of our people and we remain ‘as a group, the most poverty stricken sector of the working class’ in Australia (Cuthoys 1983). As a people, our rate of chronic disease is still 2. We will write a custom essay sample on Indigenous Disadvantage or any similar topic only for you Order Now times higher than that of other Australians, and Indigenous people in this country die 15 to 20 years younger than those in mainstream Australia. More than half of these figures are caused by chronic diseases such heart disease, stroke, diabetes, chronic respiratory disease and kidney disease. The majority of these chronic diseases are preventable and while research is continuing to find ways to reduce the risk factors, issues such as smoking, alcohol and substance abuse, diabetes, chronic kidney disease, and promoting healthy eating and active lifestyles are still major challenges in Indigenous communities throughout Australia. Healthy living choices are not easy for people living in remote communities which results in a high incidence of preventable chronic disease. Good nutrition is fundamental to the maintenance of general wellbeing and the prevention of sickness and disease. It plays an imperative role in pregnancy and early childhood, prevents obesity and type 2 Diabetes and can lower the risk of recurrent heart disease by up to 70%. However, remote communities face many barriers to healthy eating, including isolation, the high cost of food, the variable supply of fresh food, lack of community town infrastructure and inadequate health promotion support, are just a few of these barriers that prevent community people from being able to make healthy living choices. Community programs in the Northern Territory aimed at building healthy communities are based on nutrition-related Menzies research and work to support community capacity to create a supportive environment for healthy eating and physical activity. These projects operate within the communities and are aimed at influencing food-related policy, promote healthy eating and physical activity, and encourage community engagement in activities for better health. Not as many health services are as user-friendly or culturally appropriate for Indigenous people as they are for non-Indigenous people, adding to higher levels of disadvantage and a greater reluctance to utilise these services. Sometimes this is because more Indigenous people live in remote locations and not all health services are offered outside of major centres. Specific issues such as reducing the incidence of chronic disease requires a significantly greater effort in coordinating collective strengths, creating and delivering preventative programs and primary health care for Indigenous communities and while great work is being done, more efforts are required to reduce the high incidence of chronic disease on Indigenous people and communities. When designing and developing services to meet the needs of our Indigenous people, close collaboration and consultation with the people for whom the service will be provided is vital. There is also much evidence suggesting that Indigenous women are over-represented in our hospitals and health clinics as victims of domestic and family violence. There is no clear measure of the extent to which Indigenous family violence is under-reported, but it is expected to be higher than for the general population (Cripps 2008; Cunneen 2009). In a report to the Australian Government about Indigenous violence, it was suggested that ‘priority should be placed on implementing anti-violence programs, rather than on further quantitative research’. The key risk factors for Indigenous family violence relate to; social stressors; living in a remote community; levels of individual, family and community dysfunction; availability of resources; age; removal from family; disability; financial difficulties and substance use. Indigenous Australians make up 2. 6% of Australia’s population; however they experience health and social problems resulting from alcohol use at a rate disproportionate to non-Indigenous Australians. It is estimated that chronic disease associated with alcohol use by Indigenous Australians is almost double to that of mainstream Australia. In 2003, alcohol accounted for 6. 2% of the overall incidence of disease among Indigenous Australians. According to available evidence, the use of volatile substances, especially petrol sniffing among the Indigenous population is much higher that of the non-Indigenous population. The use of volatile substances has major impacts on Indigenous people, families, communities and the wider Australian community. What resources are needed and required to address the issues and explain how you see that these resources be best distributed. What projects need to be done? What makes health services more accessible for Indigenous people? ? Having more Indigenous Health Workers on staff; ? Increasing the number of Indigenous people working in the health sector (Aboriginal, health workers, social workers, doctors, dentists, nurses, etc); ? Designing more health promotion campaigns aimed specifically at Indigenous people; ? Better training of non-Indigenous staff to be more sensitive to the needs of Indigenous patients and to improve cultural awareness; ? Making important health services available in remote locations (so Indigenous people do not have to travel to major centres, away from their support networks and the security of their own community); and ? Funding health services so they are affordable for Indigenous people who might otherwise not be able to afford them. As a result of our history and because of the continuing disadvantage, our people have needs that differ from those of mainstream Australians. Therefore, it is also imperative that we acknowledge and respect the impact of events and issues in Indigenous people’s history when designing and delivering these services. The social determinants of health include if a person is; working, feels safe in their community without discrimination, has a good education, has enough money, and feels connected to friends and family. Social determinants that are particularly important to many Indigenous people are; their connection to land, a historical past that took people from their traditional lands and away from their families. If a person feels safe, has a job that earns enough money, and feels connected to their family and friends, they will generally be healthier. Indigenous people are generally worse off than non-Indigenous people when it comes to the social determinants of health. Additionally, it is important to develop policy and practice to address substance use among Indigenous people. Programs addressing alcohol and volatile substance use should be operated in combination with a range of general programs aimed at ‘closing the gap’ between Indigenous people and other Australians in the areas of education, employment, income and housing. What strategies can be put into place to a. vercome access, equity, disadvantaged issues and; b. to make services culturally safe? A strengths-based approach involves working from a community’s collective strengths to assist them to address their challenges. Bringing together different people with specific skills to collectively address issues, communities can provide local solutions issues specific to their local area. This approach includes the practice of using culturally appropriat e and consultative strategies, however, strengths-based approaches also focus on maximising the strengths of contributors. By doing so, the targeted interventions are more likely to realise long-term change because they empower our communities to provide practical solutions that are appropriate for them (Haswell-Elkins et al. 2009; Leigh 2008). Australia has committed to developing strategies to address the causes of Indigenous disadvantage and six key areas have been identified as targets to reducing the divide between Indigenous and non-Indigenous Australians. These targets are to improve life expectancy within a generation; to halve the mortality rates for Indigenous children under five within a decade; to nsure all Indigenous four year olds in remote communities have access to early childhood education within five years; to improve reading, writing and numeracy achievements for Indigenous children within a decade; to improve the number of Indigenous students in year 12 attainment or equivalent; and to improve employment outcomes between Indigenous and non-Indigenous Australians within a decade. A sub stantial amount has been invested in improving Indigenous health outcomes and the way the Australian health care system prevents treats and manages the chronic diseases that shorten so many Indigenous Australians’ lives. The aim is to reduce the risk factors for chronic disease in the community such as smoking, alcohol and substance abuse, improve chronic disease management and follow up through our health services, and increase the capacity of our acute care workforce to deliver effective care to Indigenous people with chronic disease. How can we advocate for anti-racism policies? Although many other Australian minority groups have been reported to be experiencing racism in our country, the experiences of racism are most protracted among our own Indigenous people. Racist attitudes toward Indigenous people may be viewed as having two dominant waves; the first wave was predominant during the first 170 years following the arrival of the First Fleet, and the second was in the post-referendum era, which led to changes in Australia’s constitution that formally recognised Indigenous people as part of the Commonwealth of Australia. The belief in superiority based on skin colour was justified by the framing of Indigenous Australians as inferior humans. These politically entrenched attitudes justified dispossession of Indigenous people from their homelands. Dispossession resulted in reluctance by mainstream Australia to acknowledge land rights, loss of spiritual values, disrupted law, and disconnection from land, community, family and cultural values. Most policies were backed by legal provisions instituted by Australian state governments. For example in Queensland, laws enacted treated Indigenous people like prisoners, with little freedom of choice. They were required to work without pay and prevented from undertaking traditional cultural practices. These policies created a sense of powerlessness, hopelessness, stress and related illness. Today, there remains no ‘quick fix’ solution to changing the levels of disadvantage that have been generations in the making. To move forward we must learn from the past and build through good practice and recognising that there are successful public, private and community sector programs and initiatives that have made substantial progress. Addressing disadvantage places responsibilities on those providing support and assistance and on those receiving it. For those who provide support there is a duty to those being assisted; for example, it means service providers should: work together with local Indigenous people and their communities; recognise and acknowledge our history and the consequences of past policy and practice; and empower local Indigenous communities to help themselves. For the communities being assisted, there is a responsibility to help ourselves as best as we can, this might mean looking for information on available services, assisting service providers to improve delivery outcomes, and recognising and addressing personal barriers to improvement. Some Indigenous communities have identified that taking responsibility in education and employment is an important part of the way forward. In other communities, the importance of individual and family commitment to a healthy lifestyle has been identified. Meeting these targets will also require our own people to take responsibility for implementing some lifestyle changes if the problems of obesity, diabetes and substance abuse are to be improved. Local, Territory, State and Federal governments and peak Aboriginal bodies have collective social responsibilities to Indigenous people as their constituents. Governments are responsible for ensuring that citizens have access to the resources and the opportunities needed to take their place in our society. Governments have the responsibility to ensure programs and services do not produce welfare dependency or other unintended consequences. Finally, Australian governments have responsibilities under the international treaties that Australia has entered into. References Review of volatile substance use among Indigenous people. d’Abbs P, Maclean S (2008) Volatile substance misuse: a review of interventions. Barton, ACT: Australian Government Department of Health and Ageing www. healthinfonet. ecu. edu. au Supporting the Yolngu Life: Yolngu Walngakum. Building healthy Communities www. menzies. edu. au Dunn KM, Klocker N, Salabay T (2007) Contemporary racism and Islamaphobia in Australia: racializing religion. Ethnicities; 7: 564-589 Angelico T (1993) Wellness and contemporary Australian racism. In: Collins J, ed. Contemporary racism in Australia, Canada and New Zealand: volume 2. Sydney: University of Technology: 237-258 Lewis W, Balderstone S, Bowan J (2009) Events that shaped Australia. Sydney: New Holland Publishers Trudgen R (2000) Why warriors lie down and die: towards an understanding of why the Aboriginal people of Arnhem Land face the greatest crisis in health and education since European contact: djambatj mala. Darwin: Aboriginal Resource and Development Services Inc. Howitt R, McCracken K, Curson P (2005) Australian Indigenous health: what issues contribute to a national crisis and scandal?. Geodate; 18(1): 8-15 How to cite Indigenous Disadvantage, Essay examples

Options for Performance Measurement in CERAâ€Myassignmenthelp.Com

Question: What Is the Options for Performance Measurement in CERA? Answer: Introduction: The human resource management within a business organisation takes one of the most significant roles in planning, designing and operating the entire functional operations as per the organisational objectives. Not only the materialistic resources but also both the internal and the external people are also under the sincere concern of the human resource management (Frosen et al. 2016). In providing the motivation to the workforce to meet the organisational objectives, the performance of the HRM is also significant. In this report, the organisational strategies and the performance of recent development are analysed. Along with this, the associated limitations are also focused. On the other hand, two alternative measurement approaches and indicative methods for each of the approaches are suggested for addressing the limitations. The performance of a business company is estimated by the development of the design and activities of the individual contribution. As stated by Huang et al. (2015), the measurement of the effectiveness of an organisational performance can be evaluated through the achievement of the organisational targets and benchmarks. Even through the performance appraisal, the current organisational strategies and the outcome of their application in business functions can also be understood. For CERA, it can be noticed that there are some issues and unsatisfactory factors in the service of the organisational management. However, Mark as the founder of the company has been taking and applying some necessary steps in order to eradicate the issues regarding the appraisal of the employee performance management. The limitations occurred in bonus, reward and geographical location of the organisational operations are all under the sincere focus of the entire organisational team. Limitations those are evident in CERAs individual performance measurement with reference to the organisational strategy of CERA and recent development in this HRM practice: In order to operate and measure a high-performance management system, it is necessary for the business organisations to clearly identify, set and create a communication among people. Through this, they can able to evaluate the skills and performance level of the entire team. In fact, the demonstration of the performance level is also helpful in the proper understanding of the organisational benefit. Real, Roldan, Leal (2014) have however argued that the limitations and barriers in the organisational performances with the application of the specific strategies and recent activities can also be identified through this performance measurement process. The Civil Engineering and Research Associates, better known as CERA, is situated in Sydney, Australia. It is basically a civil engineering company established in 2007 by Mark. With the progress of time, this company has become as one of the most influential and reputed companies in the world. The main reasons behind the growing reputation and acceptance level of this company are the design of the systematic planning, organisational structure, and management of the functional targets along with the satisfactory service provided by the organisational staffs. It is quite necessary to mention here that the intention of Mark to create an innovative business strategy of this organisation apart from the influence of its competitors has achieved the customer attention. However, in operating and providing the expected services to the customers, the management of CERA has been facing some noticeable limitations. One of the major limitations associated with CERA regarding the performance of their individual organisational strategy is the poor performance management quality. As stated by Lillis, Malina Mundy (2017), the success of a business organisation through the meeting of the organisational targets is hugely depended on the contribution of the staffs. However, the poor standard of the performance management sometimes creates employee dissatisfaction. The aim of the management of CERA is to provide helpful as well as high-quality solutions to their customers individually as per their needs and requirements. However, lack in the linking up the employee reward structure with the measurement of performance quality sometimes creates administrative issues (Liu et al. 2014). Even, the lacking in the rapid industrial development creates several negative impacts on the motivation of the employees to continue their works and also to encourage the government to focus on the organisational activitie s (de Waal Kourtit, 2013). The limitation in the number of the functional staffs is also a result of this limitation. Although the bonus scheme is good in this, however, it is not as per the necessity. According to Hair (2015), CERA has undertaken effective organisational strategy in order to overcome the issue of industrial limitations. The functional activities of the HRM, as well as the financial department, have been improved in order to measure the performance and contribution of an individual employee within the company. The HRM of CERA has also undertaken the strategy of advertising for the vacancy fill up (Glykas, 2013). It is quite evident that the internal faculty is not sufficient as per the scopes and opportunities of CERA and due to this, they have been deprived of getting several future scopes to improve. Along with this, the timely client services are also focused nowadays. Even in order to get a better market for the strategic expansion of their business; they have also focused on the broader geographic location in the recent days (Teeratansirikool et al. 2013). They have undertaken this strategy with an aim to occupy the regional market with the affluence of produc ts as motivated by their project completion capacity. Even the role of the Research and Development department is also significant to overcome civil development limitations. In order to measure the performance level of CERA, the management of this company has started to follow a scheme known as Performance Panning and Review (PPR) as per the pre-set objectives. Even the introduction of the cash rewards for the staffs as per the measurement of their performance level to meet the organisational goals is also another strategy applied by Mark as the founder and director of CERA. However, this strategy was based on the seniority of the staffs. The necessity to measure the individual performance management has forced CERA to implement some immediate steps. It has been observed from the feedback of Rachel, one of the team members of CERA performance management that the reward system allotted for the employees is not enough satisfactory. Even CERA has also been lagging behind in comparison with Amazon and Netflix. Therefore, it is also suggeste d to pay a satisfactory amount to them in order to encourage them to undertake the responsibility to complete any challenging project. Through all these, the limitations in research and development department have been trying to be controlled. It has been presented by some of the team members of CERA that the present condition of the performance tracking quality is not up to the mark. Bryman Bell (2015) have opined that there are also some legal obligations that are needed to be maintained by an organisational management during the measurement of performance and quality measurement. Mark has stated that the conversation with the members of Civils and Contractors Federation has provided him an idea regarding this. Another limitation can be identified in the project management strategy. There are 45 employees with high professional capacities. Through their effective services, more than 500 projects have already completed successfully. Even as per the employee availability, the management of this organisation can able to undertake the contract of projects worth around $45 million per year. As per the capacity of the internal employees, the projects are also delivered by given time. Year Net profit (A$ 000,000) 2007 12 2008 18 2009 17 2010 29 2011 37 2012 59 2013 78 2014 114 Table 1: Annual report of CERA, 2015 (Source: Melnyk et al. 2014) It is quite clear from the above table that since 2007 till 2014, there is a massive change in the amount of the net profit earned by the management of CERA. Since 2009, it has been going through increase that has become the highest between 2013 and 2014. The amount of A$12,000,000 has reached to A$114,000,000 in 2014 in which A$36,000,000 has taken place between 2013 and 2014 (Melnyk et al. 2014). From the earning of additional revenue and prestige from some specific areas, it is quite clear that people within the organisation served their best effort for the organisational benefit. Even, this is one of the best ways to measure their performance level. The minimisation of work pressure in the workplaces has encouraged them to provide their efficiency and skills as per the organisational objectives (Bourne et al. 2013). In fact, the reword and recognition strategy applied for the staffs by the CERA management has been serving as one of the major factors behind the performance measurement and quality improvement. Recommendation of two alternative measurement approaches and indicative methods within each approach that could work in CERA with addressing the limitations: The main problem of CERA regarding their performance management system is that they do not give proper appraisal to the hard working and highly qualified professionals. Though they employ highly qualified professionals, their remuneration system does not provide the employees with the actual money that they should get for their performance. CERA can introduce two approaches described below to address the problems they face regarding their performance management system. Behaviorally anchored rating scale (BARS) It is a combination of graphic rating scale and critical incident method. It sets the effective performance behaviors required to handle a critical issue. At first, the supervisors find out the critical issues that require effective performances from its subordinates. Supervisors then categorize these issues according to the level of performance required to solve these. Supervisors then give the subordinates these issues to work upon (Wang Wang, 2012). Then their performance is measured on a scale of 7-9 depending on their performance behavior to solve these critical situations. The works that the employees perform are the behavior anchors for measuring performance. In CERA, there is no effective process of evaluating employees performance and thus providing them appraisals accordingly. The process of performance evaluation is such that, high performing employees of certain departments receive fewer bonuses while high performers of other departments receive good appraisals. The main objective was to evaluate performance on generating revenue by keeping under budget (Li, Nan Mo, 2010). Hence, management left out the extraordinary performers of departments like drafting, legal and administration. Implementing the BARS approach can reduce this difference is appraisal system by evaluating each employee through certain performance anchors that is required to handle issues. This will provide appraisals to all the deserved employees and will motivate them to work harder. The 360-degree appraisal The main motto of this appraisal system is to make it more participative and transparent. It is a 360-degree appraisal system, which depends on self, superiors, colleagues and the customers. It is called a 360-degree approach because it involves all people surrounding the employee, from lower level to upper level including people from the same level (Zhao, Seibert Lumpkin, 2010). The main components of 360-degree appraisal are Self-Appraisal- It gives the employee a chance to evaluate its own strengths and weaknesses and the development areas. They can share their self-appraisal views to their supervisors and can jointly chalk out a plan for improving the performance. The employee can also share the career plans to his superior. This plays favorable for the organization as they can plan accordingly (Moynihan Pandey, 2010). Superior-Appraisal- The appraisal by the superiors provides feedback about the performance of the employee and its development areas. The feedback should be constructive to improve the employee performance. Superiors set the goals and processes to fulfill them. They can put the career aspirations of employees in the right track (Rich, Lepine Crawford, 2010). Subordinate-Appraisal- This is the most unique feature of this 360-degree process. The employees get chance to evaluate the superiors on their capabilities of handling crises, motivating employees, setting goals for them, building team and properly communicating the requirements (Walker, Damanpour Devece, 2010). Peer-Appraisal- The people who are of the same level in the department in which the employee belongs provides this type of appraisal. Here the peers give their feedback on the co-operation and the collaboration abilities of an employee. They also evaluate an employee on its capability of handling a team (Brewster Mayrhofer, 2012). Potential-Appraisal- It evaluates the potential of the employees, which the organizations did not expose. The factors that affect this appraisal is the present performance, the past performance, the age, the personality and the qualification of an employee. It helps the employee in defining career goals and setting objectives for the organization to fulfill these goals. It focuses on the training importance of employees to enhance their skills and contribute more toward the productivity of the organization (Cocca Alberti, 2010). The 360-degree process can be very helpful for CERA as well as its employees. The organizations can consider all employees whom they left out for appraisal process. The employees complained about favoritism in appraisal in CERA. This system fully addresses this issue since the appraisal does not depend only on the superiors. The self-appraisal process will help employees to evaluate themselves and counter any inappropriate negative feedback given by the superiors for wrong reasons (Gruman Saks, 2011). The case study states one of the major problems faced by CERA. As there is, no effective evaluation process for evaluating the potential of lower level staff members, the organization never gave importance to the career objectives of inexperienced people. As a result, the organization cannot retain the potential high performing employees. This process can help CERA on employee retention by bringing forward the potential capabilities of relatively low and inexperienced employees. The organization should always follow some basic rules for the success of any of the appraisal process they consider. Firstly, it is very important to jot down the points that need he or she will cover for the review meeting before handedly. The superiors need to leave favoritism and fairly does the appraisal process (Ng Feldman, 2010). The mindset should be positive and the superiors should provide constructive feedback to encourage employees. Superiors should prioritize review meetings above all work because this is the only process to encourage employees for better performance. The superiors should do this review process on a regular basis. Conclusion: The above analysis has made it clear that within an organisational context, management of employees is an essential factor to get organisational success. If employees are satisfied regarding the working environment, pay and reward given, they tend to stay, increase productivity and give their 100% in work. As far as CERA is concerned, it is identified that the employee management system, especially the performance management of employees is worse in the company. The higher management has not only ignored the contribution of few departments in the financial improvement of the company, but also scaled the performance wrongly. In this context, using methods like BARS and 360-degree appraisal seems to be fruitful where every employee is judged based on their performance. The methods also likely to help the high performing employees. They can be encouraged to work effectively while other employees can also be encouraged to get the reward for good performance. References: Bourne, M., Pavlov, A., Franco-Santos, M., Lucianetti, L., Mura, M. (2013). Generating organisational performance: The contributing effects of performance measurement and human resource management practices.International journal of operations production management,33(11/12), 1599-1622 Brewster, C., Mayrhofer, W. (Eds.). (2012).Handbook of research on comparative human resource management. Edward Elgar Publishing. Bryman, A., Bell, E. (2015).Business research methods. Oxford University Press, USA Cocca, P., Alberti, M. (2010). A framework to assess performance measurement systems in SMEs.International Journal of Productivity and Performance Management,59(2), 186-200. de Waal, A., Kourtit, K. (2013). Performance measurement and management in practice: Advantages, disadvantages and reasons for use.International Journal of Productivity and Performance Management,62(5), 446-473 Frosen, J., Luoma, J., Jaakkola, M., Tikkanen, H., Aspara, J. (2016). What counts versus what can be counted: The complex interplay of market orientation and marketing performance measurement.Journal of Marketing,80(3), 60-78 Glykas, M. (2013). Fuzzy cognitive strategic maps in business process performance measurement.Expert Systems with Applications,40(1), 1-14 Gruman, J. A., Saks, A. M. (2011). Performance management and employee engagement.Human Resource Management Review,21(2), 123-136. Hair, J. F. (2015).Essentials of business research methods. ME Sharpe Huang, S. Y., Lee, C. H., Chiu, A. A., Yen, D. C. (2015). How business process reengineering affects information technology investment and employee performance under different performance measurement.Information Systems Frontiers,17(5), 1133-1144 Li, W., Nan, X., Mo, Z. (2010, August). Effects of budgetary goal characteristics on managerial attitudes and performance. InManagement and Service Science (MASS), 2010 International Conference on(pp. 1-5). IEEE. Lillis, A. M., Malina, M. A., Mundy, J. (2017). Field study evidence of subjectivity, bias mitigation, residual bias, and interdependencies in performance measurement and reward systems Liu, J., ED Love, P., Smith, J., Regan, M., Sutrisna, M. (2014). Public-Private Partnerships: a review of theory and practice of performance measurement.International Journal of Productivity and Performance Management,63(4), 499-512 Melnyk, S. A., Bititci, U., Platts, K., Tobias, J., Andersen, B. (2014). Is performance measurement and management fit for the future?.Management Accounting Research,25(2), 173-186 Moynihan, D. P., Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information?.Journal of public administration research and theory,20(4), 849-866. Ng, T. W., Feldman, D. C. (2010). Organizational tenure and job performance.Journal of Management,36(5), 1220-1250. Real, J. C., Roldan, J. L., Leal, A. (2014). From entrepreneurial orientation and learning orientation to business performance: analysing the mediating role of organizational learning and the moderating effects of organizational size.British Journal of Management,25(2), 186-208 Rich, B. L., Lepine, J. A., Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance.Academy of management journal,53(3), 617-635. Teeratansirikool, L., Siengthai, S., Badir, Y., Charoenngam, C. (2013). Competitive strategies and firm performance: the mediating role of performance measurement.International Journal of Productivity and Performance Management,62(2), 168-184 Walker, R. M., Damanpour, F., Devece, C. A. (2010). Management innovation and organizational performance: The mediating effect of performance management.Journal of Public Administration Research and Theory, muq043. Wang, Z., Wang, N. (2012). Knowledge sharing, innovation and firm performance.Expert systems with applications,39(10), 8899-8908. Zhao, H., Seibert, S. E., Lumpkin, G. T. (2010). The relationship of personality to entrepreneurial intentions and performance: A meta-analytic review.Journal of management,36(2), 381-404.