Index
Reshaping Performance Management for Sustainable Development
ISBN: 978-1-83797-305-7, eISBN: 978-1-83797-304-0
ISSN: 2051-6630
Publication date: 7 December 2023
This content is currently only available as a PDF
Citation
(2023), "Index", Gnan, L., Hinna, A., Monteduro, F. and Allegrini, V. (Ed.) Reshaping Performance Management for Sustainable Development (Studies in Public and Non-Profit Governance, Vol. 8), Emerald Publishing Limited, Leeds, pp. 171-174. https://doi.org/10.1108/S2051-663020230000008008
Publisher
:Emerald Publishing Limited
Copyright © 2024 Luca Gnan, Alessandro Hinna, Fabio Monteduro and Veronica Allegrini. Published under exclusive licence by Emerald Publishing Limited
INDEX
Ability-Motivation-Opportunity framework (AMO framework)
, 13–14, 21–22
Accountability
, 90–91
Agency theory
, 102
Al Reves
, 150, 154–163
dynamic strategy map
, 162–163
key performance indicators
, 157–161
mission and vision
, 154–155
system dynamics model
, 155–157
Analytical flexibility
, 70
Augmented Dickey-Fuller test (ADF)
, 46
Auxiliaries
, 144
Balanced Scorecards (BSC) (see also Dynamic Balanced Scorecards (DBSC))
, 140, 142–143
BSC-driven modelling
, 148–149
Balancing loops
, 146
Behaviours
, 68
Beneficiaries perspective
, 160
Biflows
, 144
Causality test
, 47
Charities
, 140
Charting
, 94–95
Civil society
, 1
Classification of the Functions of Government (COFOG)
, 90
CLDs
, 146
Climate change
, 32
Co-integration
analysis
, 46
tests
, 47
Coding
, 71–73
Competition
, 90–91
Complexity
, 90–91
Consumers perspective
, 160
Content analysis
, 70
Corporate social responsibility (CSR)
, 34
Corporate sustainability (CS)
, 34–35
COVID-19 pandemic
, 32, 41, 112–113, 116
Culture
, 9
Customer Perspective
, 142–143
Data charting
, 94–95
‘Descriptive-analytical’ technique
, 94–95
Developmental culture
, 17
Dynamic Balanced Scorecards (DBSC)
, 3–4, 140, 143, 146
alternative modelling strategies for
, 147–149
previous applications
, 146–147
Dynamic strategy map
, 154, 162–163
Ecological focus of HRM
, 39
Economic focus of HRM
, 39
Employee focus of HRM
, 39
‘Employees’ behaviour
, 6–7
‘Employees’ pro-environmental behaviour
, 18
Environmental management (EM)
, 5–7, 9
Environmental performance
, 5–6
Environmental protection
, 5–6
Environmental sustainability practices
, 5–6
Extra-role pro-environmental behaviour
, 19
Financial perspective
, 142–143, 160–161
Flows
, 144
Global Reporting Initiative (GRI)
, 3, 91, 100–101
Global Sustainable Competitiveness Index
, 47–48
Governments
, 1
Granger causality test
, 47–48
Green branding
, 10
Green culture
, 9
Green employer branding
, 10
Green Human Resource Management (GHRM)
, 2, 6–7, 9
antecedents
, 9–10
drivers
, 17–18
implementation
, 10–12
and organizational performance
, 21–22
outcomes
, 12, 14, 18, 21
public sector
, 15–17, 22
Green involvement
, 12
Green training
, 11, 19
Green vision
, 12
Group culture
, 17
Health sector
, 116
Hierarchical culture
, 17
Human resource (HR)
, 2, 6–7
Human Resource Management (HRM) (see also Green Human Resource Management (GHRM))
, 2, 6–7, 9, 33, 66, 100, 147
Impulse response function (IRF)
, 48
Individual performance
, 64
Individual performance appraisal systems (IPASs)
, 63
analysis
, 73
coding
, 71–73
conceptual framework
, 66
data collection
, 70–71
Italian reform
, 64–70
purpose, object and process
, 74, 76, 78
research design and method
, 70–73
results
, 73–78
Individual public administrations
, 63
Information and communication technology (ICT)
, 98
Institutional theory
, 99
Integrated Plan of Activities and Organization
, 116
Internal Processes Perspective
, 142–143, 159–160
International organizations
, 115
Istituti di Ricovero e Cura a Carattere Scientifico (IRCCSs)
, 113, 116, 119
Italian Ministries
, 73
Italian National Health Service (NHS)
, 116–117
Italian reform
, 64–70
conceptual framework
, 66
main topics of regulation concerning individual performance
, 64–66
public administrations
, 66, 68–70
Italy
, 116–118
Job satisfaction
, 18
Leaders
, 17–18
Learning and Growth Perspective
, 142–143, 159
Legitimacy theory
, 99
Monetary-based green reward systems
, 11–12
National governments
, 1
National Recovery and Resilience Plan (NRRP)
, 62
Non-governmental organizations (NGOs)
, 140
Non-monetary rewards
, 11–12
Non-profit organizations (NPOs)
, 1, 141
Organizational Citizenship Behaviour Environment (OCBE)
, 7, 9, 13, 19
Organizational culture
, 9, 17
Organizational impacts
, 100
Organizational performance
, 64
Ownership
, 90–91
Ownership of Sustainability
, 42
Panel co-integration results
, 47
Panel VAR
, 46
Performance appraisal systems
, 66–67
Performance management
, 62
practices
, 5–6
in third sector
, 141–142
Performance measurement
, 115
Performance Plan (PP)
, 73, 117
Phillips–Perron test (PP)
, 46
PRISMA Extension for Scoping Reviews (PRISMA-ScR)
, 93
Private firms
, 90
Private sector
, 1
Pro-environmental behaviour
, 19
Pro-environmental culture
, 9
Profit approach
, 90–91
Profit maximization
, 141
Public administrations
, 66, 68–70
Public employees
, 15–16
Public Function Civil Service Department
, 66
Public health sector
, 116
Public management
, 75
Public managers
, 101–102
Public organizations
, 3, 37, 90–91, 102, 112
sustainable HRM in
, 36–38
Public sector
, 5–6
GHRM in
, 15–17, 22
organizations
, 1, 5–6
Public Value (PV)
, 3, 112
background
, 114–116
context and research design
, 116–122
before COVID-19 outbreak
, 126
findings
, 123–131
health emergency
, 126–129
shifts between periods
, 129–131
Public–private partnerships
, 15–16
Qualitative goals
, 68
Qualitative SD
, 144
Quantitative goals
, 68
Quantitative SD
, 144
Rational culture
, 17
Recruitment
, 10
Reinforcing loops
, 146
Resource-based view (RBV)
, 21–22
Scoping review technique
, 92
Simon’s levers of control
, 102
Skills development
, 78
Social enterprises (SEs)
, 140
Al Reves
, 154–163
case study identification
, 150
literature review
, 141–149
methodology
, 149–154
Social focus of HRM
, 39
Stocks
, 144
Sustainability
, 1–2, 5–6, 32–33
growing expectations for sustainability in organizations
, 34–35
human resources perspective on sustainability challenges in organizations
, 40–42
literature review
, 33–34
Sustainability accounting
, 89–90
Sustainability reporting (SR)
, 89–90
article identification and selection
, 92–94
data charting
, 94–95
descriptive analysis of results
, 95–99
future developments and research questions
, 99–102
methodology
, 92–95
theoretical background and research questions
, 91–92
Sustainable business models
, 33–34
Sustainable competitiveness
, 32
contribution of human resources in science and technology to
, 43–44
data and methodology
, 44–46
empirical results
, 46–48
limitations and future research
, 51
literature review
, 33–35
managerial and theoretical implications
, 50–51
sustainable HRM
, 35–42
Sustainable development
, 1, 5–6, 33, 128–129
Sustainable HRM
, 35–42
characteristics
, 40
definition
, 38–40
in public organizations
, 36–38
System dynamics (SD)
, 140
dynamic strategy map
, 154
identifying KPIs
, 153–154
mission and vision
, 152
modelling steps
, 150, 152–154
SD-driven modelling
, 149
Transformational leadership
, 17–18
Uncertainty
, 90–91
United Nations Sustainable Development Goals (SDGs)
, 1, 32, 62, 112
Vector auto-regression model (VAR model)
, 44
World Commission on Environment and Development (WCED)
, 33
- Prelims
- Introduction
- What We Do Not Know, but It Would Be Worth Knowing About Green Human Resource Management in the Public Sector
- Mapping the Link Between Human Resource Management and Sustainability: The Pathway to Sustainable Competitiveness
- People Management in Italian Ministries: Antecedents, Choices and Effects of Individual Performance Appraisal
- An Organizational Perspective of Sustainability Reporting in the Public Sector: A Scoping Literature Review
- Public Value of Italian Health Institutes for Sustainable Development – An Analysis Before and After COVID-19
- Performance Management in Social Enterprises: Insights From a Dynamic Balanced Scorecard
- Index