Integrated Performance Management System Research Articles

Designing an Integrated Performance Management System for a Regional Development Bank in Indonesia

Designing an Integrated Performance Management System for a Regional Development Bank in Indonesia

A Proposed Design of Knowledge Based Performance Management System For Airport Company

The aviation industry has an important role in connecting different regions of the world. Along with the economic recovery after the COVID-19 pandemic, improving airport performance is important to pay attention to. This research aims to design a knowledge-based performance management system that is suitable for airport companies. This research aims to identify critical factors that affect the performance of airport companies, identify organizations with critical functions, and design an integrated performance management system (IPMS) based on predetermined variables. This study uses a combination of theoretical analysis methods and model validation using data from airport companies in Indonesia. Data collection was carried out through questionnaire surveys and interviews. The Analytical Hierarchy Process (AHP) is used to select the appropriate variables by determining their level of significance. This study identifies 9 critical factors that must be considered in designing a performance management system for airport companies. These factors include business perspectives, internal processes, and resource capabilities. Furthermore, this study designs an integrated performance management system (IPMS) by determining Key Performance Indicators (KPIs), Cascade KPIs, targets, weights, and organizational functions involved. This research results in a knowledge-based performance management system design that can be applied to airport companies. This system is expected to help airport companies in improving their performance and achieving organizational goals.

Proposed Corporate Performance Management Using Knowledge-Based Performance Management System (KBPMS) For Privy

PT. Privy Identitas Digital or Privy Digital Identity (Privy) is a firm established in Jakarta in 2016 that specializes in the provision of Certified Electronic Certificate Organization and Electronic Signature Organization services. Privy offers legally enforceable digital signature services, along with reliable digital identities, facilitating direct connections between businesses and customers. This thesis investigates the deployment of an integrated performance management system emphasising the Knowledge-Based Performance Management System (KBPMS) at PT. Privy Identitas Digital (Privy), a firm that specialises in certified electronic certificates and digital signatures. The exponential expansion of Privy's services has highlighted the need of aligning its business strategy with frontline operations by using integrated planning and monitoring tools. The research study of integrated performance management, which includes financial goals, customer, process, and employee perspectives, is examined in detail. The suggested method uses a robust performance management framework to address enterprise issues including traditional marketing tactics and the absence of Key Performance Indicators (KPIs). KBPMS optimises company performance, meets business objectives, and promotes continuous development. Significant benefits are anticipated to result from the implementation of the KBPMS, including the following: increased talent development by means of targeted training and feedback derived from individual performance evaluations; enhanced employee engagement and motivation through transparent feedback and aligned goals; increased organisational agility and responsiveness to market changes via data-driven performance insights; and optimised resource allocation and cost reduction via the KBPMS. By showcasing the advantages of incorporating digital technology into performance management, it facilitates the adoption of comparable approaches by other organisations, thereby maximising the capabilities of their workforce.

Proposed Performance Management System Using Kbpms Framework At PT. Kita Bersama

In Indonesia, company performance measurement is regulated by standards such as Financial Accounting Standards (SAK) published by the Indonesian Accountants Association (IAI). PT Kita Bersama, which operates in the direct sales sector, has experienced a decline in revenue in the last 5 years. One of the causes is the absence of clear performance indicators for employees so that they work without adequate targets and control. Therefore, this thesis research aims to propose the implementation of an integrated performance management system at PT Kita Bersamawith a focus on product marketing and Key Performance Indicators (KPI). The result is 23 KPIs derived from the company's strategy and business processes to carry out more comprehensive performance measurement and evaluation. Furthermore, the Knowledge Based Performance Management System (KBPMS) is designed to overcome various company challenges related to data integration, employee involvement, alignment of activities with vision and mission, and performance management. KBPMS is also based on five principles to simplify operations, increase efficiency, and drive sustainable growth of the company. By implementing this knowledge management system, it is hoped that company performance can be improved in a structured manner according to long-term targets.

Proposed Performance Management System Implementation with Integrated Performance Management System (IPMS) for Pt. Pusatex

Proposed Performance Management System Implementation with Integrated Performance Management System (IPMS) for Pt. Pusatex

Proposed Performance Management System Implementation With Integrated Performance Management System (IPMS) For PT. Pusatex

The aim of this journal research is to propose the implementation of a performance management system with a focus on the Integrated Performance Management System (IPMS) at PT. Pusatex. Recognizing the importance of a robust performance management framework, the proposed system aims to address key challenges within the company, including traditional marketing methods, the absence of Key Performance Indicators (KPIs) in the company's system, and inefficiencies in the use of machinery and production tools. By implementing IPMS, the goal is to enhance the overall company performance, align business objectives, and foster a culture of continuous improvement. The primary objective is to shape a dynamic and responsive performance management system that not only addresses current challenges but also positions PT. Pusatex to build an effective performance management system to compete with global competitors.

Hallmarks of Integrated Thinking

Integrated Thinking, the management approach associated with Integrated Reporting, has been hailed as a way of improving organisational decision-making and internal communication, leading to sustainable value creation. Yet Integrated Thinking remains poorly defined and understood. By analysing and synthesising the findings from an emerging body of case study evidence, this paper brings new theoretical insights into how Integrated Thinking is conceptualised and practised and its unique relationship with Integrated Reporting. We reveal Integrated Thinking to bring considerable tension to organisations as managers attempt to adapt to conflicting stakeholder priorities. Organisations which manage this tension and experience some success with Integrated Thinking typically exhibit four ‘hallmarks’, namely: 1) a deliberate drive by the board and CEO to encourage Integrated Thinking, 2) an Integrated Strategy developed through extensive stakeholder engagement and understanding of value creation, 3) the creation, or enhancement, of an organisational culture of trust and collaboration, and 4) the development of Integrated Intelligence, comprising integrated Performance Management Systems (PMS) and the use of multi-functional teams for decision-making. We present a new conceptual framework of Integrated Thinking in practice, reflect on its relationship with developments in sustainable management practices more broadly and propose several avenues for future research.

Seizing the opportunity: the emergence of shared leadership during the deployment of an integrated performance management system

BackgroundPerformance management systems have been introduced in health and social services institutions to improve organizational performance, supporting the emergence of new management behaviors that are more rooted in collaborative management practices. This study aims to understand how different leadership styles emerge through the implementation of a performance management system and its related tools, and how these can foster distributed leadership.MethodsOver two years, the implementation of an integrated performance management system supporting the integration of social services for children, youth, and families was studied at a recently merged Canadian healthcare organization. Qualitative analysis of data collected from 15 interviews, 3 focus groups, and over 350 h of non-participant observation was conducted.ResultsThe results show that leadership evolved to adapt to the context of organizational integration and was no longer confined to a single manager. Transformational leadership was needed to encourage the emergence of a new integrated performance management system and new behaviors among middle managers and team members. Transactional leadership was legitimized through the use of a status sheet when the integration project did not deliver the expected results. Both transformational and transactional leadership paved the way to distributed leadership, which in turn promoted collaborative practices associated with activities in control rooms and dialogue stemming from the status sheets. Distributed leadership among team members made a difference in the outcome of the integration project, which became a driver of collaboration.ConclusionsThe integrated performance management system and the use of its tools can help renew leadership in health and social service organizations. The results lend credence to the importance of distributed leadership in promoting collaborative practices to improve services for children, youth, and families. The results also highlight how various leadership styles can contribute to the emergence of distributed leadership over time.

Productivity Implications of Employee Performance Appraisal System (Full Version)

[enter Abstract BodyPast correlation researchers have proved that Goss Domestic Product (GDP) is part of the human development index and has a positive relationship with a better domestic quality of life, better health, education and overall increased happiness. The prime contributor to the output GDP is the domestic corporate Production and Services input. The measure and optimisation of this relationship between these is the “Productivity”. Productivity index has a direct impact on lowering the Cost per unit of the Output product, and indirectly improves the profit per unit of that product at a constant price. The closed cycle economic concept has confirmed that the manpower is the key contributor to the corporate performance, irrespective of the politico-financial methodology. The innovations in the world originates from the thinking ability of the manpower. Hence, high performance manpower in any corporate unit should directly reflect a high productivity end result. The performance of manpower is assessed through a “Manpower performance appraisal system”. In 1961 Peter Drucker popularised the Management by Objectives (MBO) method. The MBO is thus a performance oriented system. An integrated Performance Management system is essential to get the best out of its people. Hence in this doctoral research work, the Preliminary Hypothesis was coined as “Productivity is directly linked to the Performance Appraisal system” or Productive persons are always good performers. ]In order to establish the hypothesis, samples were chosen from 4 different type of corporate units, with 10 sectors in each. In order to be realistic, 25 top performing (A – Grade) employees were drawn from each of the sample organisations. They were randomly sampled and normally distributed sectarian survey to provide a least-error probability. The total samples, then were, 10 organisations X 4 typess x 25 employees = 1,000 top performance employees. The standard for criteria and contents of the performance appraisal method was also pre established. The total production data from January to December 1974 was used to test the validity of the preliminary hypothesis. From 12 diversified organisations spread over 4 types, Productivity had a positive relation for 300 Performance Appraisal Toppers, subject to the correct and up to date Sector Management Information System (MIS). From 28 diversified organisations spread over 4 types, Productivity had a negative relationship for 700 Performance Appraisal Toppers, because of inadequate Sector Management Information System (MIS). The preliminary hypothesis was hence considered “null”. The hypothesis was revised as “Productivity (Pr) is linked to the Performance Appraisal System (Pa) through the corporate Management Information System (MIS)” or Productive persons are good performers, only with the support of the MIS. Mathematically Pr ≈ (Pa)◄MIS, which means that, Productivity is proportional to the Performance appraisal grading, moderated by the sector MIS. The hypothesis was well propagated through multi-fold presentations, methods, media, evaluation and viva voce. The hypothesis utility spreads to 6 different practical management decision orientation. Based on all these, the University of Bombay (India) accepted the thesis as the first in the subject of management studies, under the faculty of arts. Awarded a Doctor Philosophy (Ph.D) degree, with a Doctoral Merit Certificate for special recognition.

Proposed Corporate Performance Management System for XYZ City Government


 
 
 XYZ City Government has 3 Regionally-Owned Enterprises or Badan Usaha Milik Daerah (BUMD) that are managed independently to support the XYZ economic sector. In fact, one of the three BUMD management is bad, so that it makes the company go bankrupt because it produces losses. In addition, the Regional Original Revenue of XYZ City is very small when compared to other regions in West Java.
 The purpose of this research is to propose a Performance Management System that can help to improve the performance of XYZ City Government. The improved performance can imply an indicator of success for the mayor's 5-year tenure and his deputy. The design of the Performance Management System was made by translating the vision and mission that was launched by the Mayor and his Deputy into a business strategy that was breakdown to each work unit (department).
 This research uses the combined of Balance Scorecard and Integrated Performance Management System (IPMS) framework. This framework is used to assist organizations in achieving excellent performance seen from all aspects of the existing organization. Balance Scorecard Framework has 4 perspectives, such as Financial, Customer, Internal Process, and Learning & Growth. The IPMS framework has 5 stages, Foundation, Background Information, Design, Implementation, and Maintenance and Update. IPMS has 3 perspectives, Organizational Output, Internal Process, and Resource Availability. The results of this study propose a Performance Management System with 62 Key Performance Indicators (KPI) derived from the company's vision, mission and strategy.
 
 

Analiza zastupljenosti tehnika strateškog upravljačkog računovodstva i nivoa razvijenosti troškovnog sistema u velikim bosanskohercegovačkim kompanijama

The paper has two research goals. The first goal is to investigate the prevalence of certain techniques of strategic management accounting in large companies in Bosnia and Herzegovina (hereinafter BiH), while the second research goal is to analyze the dependence of the number of strategic management accounting techniques used and the degree of development of the cost system in the company. For the purposes of this research, we collected survey questionnaires from 110 large companies based in BiH. The results of the research show that the three most common techniques of strategic management accounting in large companies in BiH are: Quality Costing (52.73%), Strategic Pricing (51.82%) and Benchmarking (50.91%), while the least common techniques are: Life Cycle Costing (11.82%), Attribute Costing and Integrated Performance Management Systems (with 12.73% each), and Activity Based Costing/ Management (17.27%). One-way analysis of variance (ANOVA) tested the differences in the number of strategic management accounting techniques used and the level of development of the cost system in companies. Companies that applied on average two techniques of strategic management accounting belonged to the first level of development, those that applied on average four techniques belonged to the second level of development, while companies that have the third level of cost system development on average applied six techniques of strategic management accounting. There were no companies in the sample with the fourth and fifth level of development of the cost system.

A conceptual framework for integrated performance management systems

Purpose The purpose of this paper is to further develop a conceptual framework for analysing performance management systems (PMS). The framework aims to be useful for a rich understanding of a specific organisation’s PMS. At the same time, it should preferable be simple so that it could be used even in practice. The framework adds to earlier work by Malmi and Brown (2008), Ferreira and Otley (2009), Broadbent and Laughlin (2009), Bedford and Malmi (2015) and Johanson et al. (2001). Design/methodology/approach The paper is theoretical but has also been applied to a Swedish municipality. The purpose of the latter was to understand if the framework is feasible so far. Findings The authors hold that the framework in its present form is useful to use as an analytical tool even if it needs to be subjected to further development. Research limitations/implications The paper addresses an issue that is continuously changing. This means that the suggested framework may suffer from theoretical weaknesses in some respects. To balance between a theoretically deep and exhaustive framework and a framework that is simple enough to use is a tricky question that needs further investigation. Practical implications The ambition with the framework is that it shall be useful even in practice. Originality/value The need for further research in the PMS area has been emphasised by the above researcher but also by, e.g., Van Helden and Reichard (2016). They hold that the authors need rich European cases to improve the understanding of how PMS works. The authors hold that the present framework has the potential to meet the demands from Van Helden and Reichard.

Proposed Corporate Performance Management Using Integrated Performance Management System (IPMS) at PT Pos Indonesia (Persero)

The big market shifting in postal industry begun since a physical letter was being substituted by digitalization of technology, yet it brings new business opportunity in the e-commerce industry. The e-commerce industry in Indonesia is expected to grow by approximately 18% annually in the next five years. It triggers an increasing demand for parcel delivery services. However, the performance of PT Pos Indonesia (Persero) as a State Owned Enterprise engages in postal industry shows the declining trend. The volume of parcel delivery declined during the last three years. The company has not been able to manage its performance due to the incompatibility of performance management system. The purpose of this research is assisting the company to design new performance management system to improve its performance. The Integrated Performance Management System (IPMS) framework is selected because it is able to overcome the issues in the company. There are five stages of IPMS framework includes foundation, background and information, design process, implementation, and refreshment. It consist of three perspectives includes organizational output, internal process, and resources availability. This research proposed the performance management system for Pos Indonesia and produces 20 key performance indicators (KPI) that derived from company’s vision, mission, and strategy.

Design of Performance Management System for Underground Mining Construction Using Integrated Performance Management System

Design of Performance Management System for Underground Mining Construction Using Integrated Performance Management System

Assessment of Innovative Performance Management in Chinese Police System

After decades of development effort and referring to best practices from other public sectors, an integrated performance management system for the police organizations in China has already been established. However, it is rare that any evaluation of the effect of implementing performance management is conducted either by researchers or practitioners. This study targets police officers as samples from police organizations in Zhejiang Province in China. A questionnaire on evaluation of performance management for police officers was developed which included four factors: job characteristic, leadership style, internal operational mechanism of performance management, and interpersonal relationship. This study also explored the relationship between evaluation of performance management and job satisfaction, and tested the mediating effect of perceived social support on job satisfaction. The practical implications of this study on the Chinese system of policing are discussed.

ALTERNATIF PEMACUAN KINERJA PERSONEL DENGAN PENGELOLAAN KINERJA TERPADU BERBASIS BALANCED SCORECARD

In this article I discussed a radical change in managing personnel performance. If in the past, performances were measured only at responsibility center level and the performance measures used were limited to financial measures, in this article I discussed how to desain integrated performance management system for responsibility centers and personnel as well, using Balanced Scorecard as a basis. In this article, first I discussed the limitation of executive performance measurement in traditional management. Then I explained expectancy theory created by Porter-Lawler to provide a conceptual framework in designing Balanced Scorecard based integrated performance management. In this article I discussed Balanced Scorecard based integrated performance management as an alternative for driving personnel performance in building company’s competitive advantage. At the end of this article I presented a summary of differences between performance measurement in traditional management and that in modern management. Keywords: pengelolaan kinerja terpadu; balanced scorecard; kinerja

Current state of public sector performance management in seven selected countries

PurposeThis paper seeks to extend the analysis of performance management regimes by Bouckaert and Halligan to other countries in order to contribute to the developing theory of forms and challenges in public sector performance management.Design/methodology/approachThe state of performance management and the context in which it has evolved is assessed in seven different countries using dimensions drawn from Bouckaert and Halligan's work along with elements from earlier work by Pollitt and Bouckaert. These are summarized in a table and comparisons made to generate additional insights into the factors that influence the shape and speed of public management evolution.FindingsThe paper finds that the Bouckaert and Halligan framework for analyzing public sector performance management is useful, albeit with some modifications. Specifically, it finds that administrative culture is a key factor influencing the speed of reform and that the attitude of elites (politicians and civil servants, in most cases) is also a vital piece of the puzzle that was not included in Bouckaert and Halligan, but did appear in the earlier framework of Pollitt and Bouckaert. It also finds evidence that economic and political crises occurring together accelerate the introduction of integrated performance management systems, but that trust in government does not appear to be a significant factor. Finally, the paper observes that, absent political crisis/commitment, governments will prioritise “external” performance measures such as customer service, participation and transparency objectives over “internal” performance measures such as financial, staff management and whole of government reporting.Originality/valueThe countries studied provide a rare insight into lesser‐known performance management regimes and the use of the Bouckaert and Halligan framework allows for comparisons to earlier (and future) research. The findings will be of interest to scholars in public administration reform and performance management.

Stakeholders Involvement in Performance Management in Public General Schools

In response to increasing concerns with the legitimacy and efficiency of public spending, performance management as a part of world-wide public sector reform, called New Public Management (NPM) has taken place. This is also the case of educational sector. In Estonian education system, legislation formally enables to design an integrated performance management system. But there is few research done to investigate how these policies and regulations ought to be put into force in order to gain the benefits considering the schools' and pupils' better performance. This study investigates how different stakeholders are involved into the performance management in Estonian general schools. The study is based on empirical survey data gathered from 303 schools providing secondary education in Estonia. The research findings have three main implications. Firstly, the paper contributes to the scarce knowledge about implementation of performance management issues in public schools. Our analysis revealed that compilation of school development plans in Estonian schools is rather a formal obligation. Therefore we propose that the analysis and discussion of the school development plans is needed to organize on regional level, involving all main stakeholders of a school. Secondly, we suggest that in the circumstances of a decentralised education system, like in Estonia, it is needed to implement, central practical performance assessment principles and guidance for the schools. Thirdly, it is highly necessary to improve schools’ cooperation with different stakeholder groups. Also the framework involving different stakeholder groups in the decentralized schools management system should be built up.

Determinants Of Integrated Performance Measurement Systems Usage: An Empirical Study

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="color: black; font-size: 10pt; mso-bidi-font-weight: bold; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB"><span style="font-family: Times New Roman;">Performance management literature has been advocating the balanced use of non-financial measures alongside traditional financial measures, possibly within integrated performance measurement systems, since the early 1990’s. The purpose of this paper is to explore how contextual factors (such as company size, industry, and market position), business objectives and knowledge about contemporary management tools influence the decision to implement Balanced Scorecard or similar integrated performance management systems. We tested our research propositions regarding the influence of these factors by using survey data and a logistic regression model. The study is based on a survey conducted in 2008 on a sample of 323 Slovenian companies. The sample consists of large, medium, and small firms from different industrial sectors, including manufacturing and service. Overall, our results confirm contextual factors, such as company size and industry, and knowledge about management tools as most important determinants of integrated performance measurement systems usage. Although market position and business objectives also receive some support for their influence, the results are generally weaker and more ambiguous.</span></span></p>

Development of an integrated model of a business excellence system

In the era of a new century, high utilisation of technology and the Internet has caused dramatic changes in the market environment and business management. Therefore, industries will have to adopt many management systems or tools, especially the prevailing management systems. But they often encounter many problems in the implementation of these systems individually. It is needed to integrate these systems for the organisations to energise excellent performance. The aim of this paper is to develop an integrated business excellence system that incorporates total quality management (TQM), the Six Sigma programme, and other management methods or tools. The system is based on the frameworks of the Malcolm Baldrige National Quality Award (MBNQA) and the European Quality Award (EQA). Because the aim of implementing a business excellence system such as this is to achieve customer loyalty and excellent corporate performance, an integrated performance management system – incorporating strategic planning, Balanced Scorecard, and Hoshin management – is also developed and embedded in the integrated business excellence system presented here.