Integrated Performance Management Research Articles

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.

Strategic Human Resource Management: Enhancing Competitive Advantage in Educational Institutions

This research aims to understand and analyze competitive advantage through the utilization of human resources to enhance competitiveness at MA Nurul Jadid Paiton Probolinggo. This study is based on the fact that madrasah (Islamic school) becomes the second alternative choice due to the incapacity of human resources or customers' doubts about the teachers' abilities in madrasah. Thus, this research focuses on how strategic human resource management nurtures competitive advantage in a pesantren-based madrasah. To reveal this, the researcher employs a qualitative approach with a case study design. In the process, data is collected through observation, in-depth interviews, and documentation. The data analysis technique used is the Miles and Huberman data analysis technique, which consists of data reduction, data display, and verification. This research generates findings that strategic human resource management in enhancing competitive advantage at MA Nurul Jadid is conducted in the form of; 1) formulation of HR policies and procedures; 2) development and training; 3) integrated performance management, and 4) periodic evaluation and adjustment.

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.

Developing an integrated performance management and measurement system in healthcare organisations: a Canadian case study

This study proposes a performance management and measurement system for a large healthcare organisation. First, data is collected to analyse and understand the current performance management system. Second, the SWOT (Strengths, Weaknesses, Opportunities, Threats) method is used to identify the main aspects of the performance management system to be improved. Third, based on the scientific literature and SWOT analysis, BSC principles are integrated to this performance management system to better align the organisation’s performance objectives and indicators with its strategy. Finally, we develop a performance indicator structure and specify indicators to be used as well as how these indicators could be integrated and shared with higher hierarchical levels in the organisation by using AHP (Analytic Hierarchy Process). Our approach is applied to the program “Physical disability, intellectual disability, and autism spectrum disorder” of CIUSSS du Centre-Sud-de-l’île-de-Montreal, a large healthcare network, in the province of Québec, Canada.

Determinants of performance drivers in online food delivery platforms: a dynamic performance management perspective

PurposeThis study aims to demonstrate that the Dynamic Performance Management (DPM) framework, integrating performance management with system dynamics modelling, enables decision-makers to identify sustainable strategies in online food delivery platforms, thereby avoiding company failure.Design/methodology/approachThis study undertakes a multistep methodological approach. After the literature review, a retrospective case study approach was used. To build the DPM framework and the system dynamics simulation model, primary and secondary data were collected and analysed.FindingsThis study by adopting the DPM perspective highlights the critical role performance drivers play to assess the viability of alternative growth strategies in food delivery digital platforms. As such, the findings complement extant studies which highlighted the need for adopting a dynamic perspective in Performance Measurement and Management (PMM), particularly in complex and turbulent environments. Findings also highlight that in food delivery platforms, network effects may result insufficient to reach a critical volume of users and factors such as key drivers impacting platform attractiveness must be considered to design effective PMM.Research limitations/implicationsFuture studies may apply the DPM framework here suggested to multiple digital platforms, to validate this study's findings.Practical implicationsThis paper offers a guidance to practitioners and scholars to design effective PMM in food delivery digital platforms.Originality/valueThis study offers an innovative perspective to analyse the interdependences among main mechanisms underpinning the performance of food delivery platforms. As such, it contributes to enrich prior PMM literature and addresses the call for more empirical and theoretical PMM contributions in fast-changing and turbulent environments.

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.

Appropriating integrated performance management tools in healthcare: a sociomaterial work story

PurposeThe purpose of this paper is to explore the appropriation of control rooms based on value-based integrated performance management tools implemented in all publicly funded health organizations in Quebec (Canada) as a form of legitimate sociomaterial work.Design/methodology/approachMulti-site organizational ethnographic case studies in two Integrated health and social services centers, with narrative process analysis of triangulated qualitative data collected through non-participant observation (163 h), individual semi-structured interviews (N = 34), and document review (N = 143).FindingsThree types of legitimate sociomaterial work are accomplished when actors appropriate control rooms: 1) reformulating performance management work; 2) disrupting accountability work and; 3) effecting value-based integrated performance management. Each actor (tools, institutions and people) follows recurrent institutional work-paths: tools consistently engage in disruptive work; institutions consistently engage in maintaining work, and people consistently engage in creation work. The study reveals the potential of performance management tools as “effective integrators” of the technological, managerial, policy and delivery levels of data-driven health system performance and improvement.Practical implicationsThis paper draws on theoretically informed empirical insights to develop actionable knowledge around how to better design, implement and adapt tool-driven health system change: 1) Packaging the three agents of data-driven system change in health care: tools, institutions, people; 2) Redefining the search for performance in health care in the context of value creation, and; 3) Strengthening clinical and managerial relevance in health performance management practice.Originality/valueThe authors aim to stimulate new and original scholarship around the under-theorized concept of sociomaterial work, challenging theoretical, ontological and practical conceptions of work in healthcare organizations and beyond.

Value-based integrated performance management tools in healthcare: A sociomaterial work story

Purpose: Explore the appropriation of control rooms (value-based integrated performance management tools) implemented in Quebec’s (Canada) publicly funded health system as a form of legitimate sociomaterial work. Design/methodology/approach: Multi-site organizational ethnographic case studies (N=2) in two Integrated health and social services centers, with narrative process analysis of triangulated qualitative data collected through non-participant observation (163 hours), individual semi-structured interviews (N=34), and document review (N=143). Findings: Three types of legitimate sociomaterial work emerge from appropriating control rooms: 1) reformulating performance management work; 2) disrupting accountability work and; 3) effecting value-based integrated performance management. Each actor (tools, institutions and people) follows recurrent institutional and organization work-paths: tools consistently engage in disruptive and technology work; institutions consistently engage in maintaining and strategy work, and people consistently engage in creation and boundary work. We present a refined multi-faceted theoretical framework of appropriating tools in health care as sociomaterial work, working on three intersected levels: actors, units and work. Practical implications: This paper offers a new understanding of performance management practice in health care as dynamic, inclusive and value-based (people-centred). It also offers actionable knowledge on how to create better health and organizational value with tools. Finally, it provides a new comprehensive multi-faceted theoretical framework to inform the work of appropriating tools in health care. Originality: We hope to stimulate new and original scholarship around the under-theorized concept of sociomaterial work, challenging both theoretical and ontological conceptions of work in healthcare organizations and beyond. Keywords: Appropriating, management tools, performance management, value-based care, integrated care, sociomaterial work, social-symbolic work, institutionalism, organizational qualitative research, multi-sites ethnographic case study, multi-level narrative process analysis

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.

Finding the weak link in the chain: an integrated performance measurement framework for complex logistics systems

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.DesignThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe study develops an integrated performance management framework for complex, multi-role organizations that incorporates performance management design, systems thinking and problem-solving (theory of constraint). The authors test the applicability of their framework through an oil and gas industry case study, demonstrating its usability.OriginalityThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.
 
 

Using an ANP performance management framework to manage the development of transversal competences in University degrees

Organisations are concerned about measuring the performance of the product/service they deliver to their customers. In all types of organisations, if a proper performance assessment is to be developed, it should be measured in different dimensions. At University, the new study programs include the development and assessment of transversal competences due to their importance in enhancing the abilities and improving the employability of students. The achievement of transversal competences can be assessed in different levels/stages; for example, the 1st and 2nd years of a Bachelor’s degree; the 3rd and 4th years of a Bachelor’s degree and at Master’s level. The purpose of this paper is to integrate the research into performance management in organisations to develop an approach consisting of four components (a methodology, a solid and integrated performance management framework, graphical diagrams and quantitative techniques) to assess and manage the achievement of transversal competences through the different levels of study using a consolidated approach. The proposal uses the Analytic Network Process (ANP) to model dependences and feedback among the elements of the competences.

Integrisani model upravljanja performansama kompanije primenom analitičko hijerarhijskog procesa

The aim of this paper is to test the application of an integrated performance management model on the example of a manufacturing company in the field of food industry in Serbia. The proposed model integrates performance quantification (objective and subjective) on the one hand, and performance improvement, on the other. Objective variables are presented in the form of cost and time dimensions, while analytical hierarchical process (AHP) was used to quantify subjective variables. The research results provide insight into the achieved and optimal performance of the company, which provides a basis for further performance improvements.

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.

Toward holistic performance management in clouds: taxonomy, challenges and opportunities

Cloud computing is an evolving paradigm with tremendous momentum. Performance is a major challenge in providing cloud services, and performance management is prerequisite to meet quality objectives in clouds. Although many researches have studied this issue, there is a lack of analysis on management dimensions, challenges and opportunities. As an attempt toward compensating the shortage, this work first gives a review on performance management dimensions in clouds. Moreover, a taxonomic scheme has devised to classify the recent literature, help to standardize the problem and highlight commonalities and deviations. Afterward, an autonomic and integrated performance management framework has been proposed. The proposed framework enables cloud providers to realize optimization schemes without major changes. Practicality and effectiveness of the proposed framework has been demonstrated by prototype implementation on top of the CloudSim. Experiments present promising results, in terms of the performance improvement and management. Finally, open issues, opportunities and suggestions have been presented.

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.