Analysis Of Management Performance Research Articles

Kinerja Pemerintah Desa Dalam Pengelolaan Dana Desa (Studi Pada Desa Dore Kecamatan Palibelo Kabupaten Bima)

This research aimed to analyze qualitatively the performance of Village Fund execute at Dore Village Bima Regency. it is undeniable that most villages in Indonesia make village head elections in a family manner, regardless of their abilities or competencies that greatly affect their performance, as also applies in the village of Dore, Palibelo District, Bima Regency. In this study, researchers focused on the performance of village officials, not just the village head. This study used a qualitative approach, retrieval and collection of data using observation, interview, and documentation techniques to the informant as much as five (5) persons within the Performance Analysis Management of Village Fund at Dore Village Bima Regency. The research result showed that the Performance Analysis Management of Village Fund at Dore Village Bima Regency had not yet run well as from 5 (five) dimention investigated, 4(four) dimensions did not work well such as dimension of responsibility, service quality, productivity and accountability but one was only that worked well enough is responsiveness. Based on these findings, improvements such as training or courses are recommended for village officials and the provision of media as a tool to account for the management of village funds so that the performance of the Dore Village government is expected to be more optimal than before.
 Keywords: Productivity; Service Quality; Responsiveness; Responsibility; Accountability

The Role of Performance Management in Creating and Maintaining a High-Performance Organization

There is still a good deal of confusion in the literature about how the use of a performance management system affects overall organizational performance. Some researchers find that performance management enhances both the financial and non-financial results of an organization, while others do not find any positive effects or, at most, ambiguous effects. An important step toward getting more clarity in this relationship is to investigate the role performance management plays in creating and maintaining a high-performance organization (HPO). The purpose of this study is to integrate performance management analysis (PMA) and high-performance organization (HPO). A questionnaire combining questions on PMA dimensions and HPO factors was administered to two European-based multinational firms. Based on 468 valid questionnaires, a correlation analysis was performed on the PMA dimensions and the HPO factors in order to test the impact of performance management on the factors of high organizational performance. The results show strong and significant correlations between all the PMA dimensions and all the HPO factors, indicating that a performance management system that fosters performance-driven behavior in the organization is of critical importance to strengthen overall financial and non-financial performance.

Studying Performance Management in Iran Using an Adapted Performance Management Analysis

An important factor to increase the results of an organization is to foster the performance drive of the workforce. Recently a tool called the performance management analysis (PMA) was developed that helps an organization evaluate its degree of performance drive. The PMA until now has been only used in Western countries. In this article the application of the PMA in a non-Western setting is described. The PMA was first adapted to the local context of Iran, using the Analytical Hierarchy Process. Then the adapted PMA was applied in Melli Bank, one of the foremost institutions in Iran. The results of the research show that the adapted PMA is fully useful in Iran, to not only gauge the performance drive of the bank but also to come up with recommendations for further improvement.

Performance‐driven behavior as the key to improved organizational performance

PurposeRecent research states that both the instrumental and the behavioral dimensions of performance management have equal influence on the performance of an organization. To test this statement, these dimensions have been operationalized in an analysis tool called the performance management analysis (PMA). This paper aims to discuss the results of research into the relation between the instrumental and the behavioral dimensions and organizational performance, using the PMA.Design/methodology/approachThe PMA questionnaire was developed to test the instrumental and behavioral dimensions of performance management. With the PMA an organization can score itself on both dimensions, to evaluate the degree of its result‐orientation. The more attention an organization pays to elements belonging to a certain dimension, the higher it will score on that dimension. In addition the relative competitive performance of the organization is identified. This is done by asking the respondents to compare their organization's performance to that of its competitors or organizations with similar services. During the period January 2002‐March 2006 data were obtained by distributing PMA questionnaires to work‐experienced students of MBA courses taught by the author, participants of seminars conducted by the author, and workshops held by the author and colleagues at companies. In total 577 questionnaires of organizations in The Netherlands and the UK from a broad range of industries (both profit and non‐profit), were collected.FindingsThe research results show that paying equal attention to the instrumental and behavioral dimensions of performance management systems indeed results in higher competitive performance. Therefore, the research results provide a first indication of the importance of combining instrumental and behavioral dimensions to create a successful performance‐driven organization that achieves sustained better results.Research limitations/implicationsThe respondents of the questionnaire may have scored their own company more favorably than an objective outsider would have done. It is also possible that there are other aspects of importance to performance‐driven behavior, which have not been included in the research.Practical implicationsThis study identifies which instrumental and behavioral dimensions an organization has to focus on, and the extent of this focus, in order to achieve sustainable performance.Originality/valueAn increasing number of profit and non‐profit organizations are implementing new and alternative performance management systems in order to obtain better organizational results. Despite the increase in experience gained with this approach, there is still a lot to be learned about the factors that influence the everyday use of these systems and of the factors that influence performance‐driven behavior. The research described in this paper provides evidence that paying equal attention to both instrumental and behavioral dimensions is paramount in order to create a successful performance‐driven organization that achieves sustained better results. As these dimensions have until now not been identified as an integral set, this identification is the contribution to the literature.

Managing performance for improved productivity

PurposePresents an overview of the importance of performance management analysis (PMA) in ensuring the value and success of performance management systems.Design/methodology/approachThe author discusses the importance of PMA and the main elements and structure of the PMA which need to be in place. He relates the ideas discussed to a Dutch municipality which was undergoing rapid growth and change and urgently need to review its performance management systems.FindingsIf it receives buy‐in and support from across the organization, the PMA is a key tool in ensuring the ongoing success of performance management systems.Originality/valueProvides clear, tangible evidence, through the use of a practical case study as to the importance of the PMA.

Performance Driven Behavior as the Key to Better Organizational Performance

An increasing number of profit and non-profit organizations are implementing new and alternative management control systems, like the balanced scorecard, critical success factors and key performance indicators, in order to obtain better organizational results. Despite the increase in experience gained with this approach, there is still a lot to be learned about the factors that influence the everyday use of management control systems and of the factors that influence performance-driven behavior. Recent research states that both the instrumental and the behavioral dimensions of management control have equal influence on this behavior. To test this statement, these dimensions have been operationalized in an analysis tool called the performance management analysis (PMA). In this article the results of research into the relation between the instrumental and the behavioral dimensions and organizational performance are discussed. Based on 577 PMAs, the research results show that paying (equal) attention to instrumental and behavioral dimensions indeed results in higher competitive performance.

Performance management analysis: a case study at a Dutch municipality

PurposeRecently a tool called the performance management analysis (PMA) was developed, which can help an organisation evaluate its degree of performance drive. The purpose of this article is to describe the application of this tool at a Dutch municipality.Design/methodology/approachThis article looks at a study undertaken by the University of Amsterdam which performed a performance management analysis at the city of Lelystad in The Netherlands.FindingsThe results of the analysis offered the municipality a clear insight into the areas that needed attention, which enticed the start of several performance management improvement projects.Originality/valueResearchers are increasingly interested in the relation between behaviour and the use of performance management systems. It is important to study this relation because the use of performance management improves performance driven behaviour, and consequently the results of an organisation.