Performance Management Framework Research Articles

Towards a Framework for Performance Management and Machine Learning in a Higher Education Institution

Towards a Framework for Performance Management and Machine Learning in a Higher Education Institution

Framework For Performance Management, ICT-Based Digitalization in A Higher Education Institution

By improving teaching and learning, research, and governance, digital technology has altered the educational landscape in academic institutions. Adequate infrastructure, improved internet access, modern digital tools, a secure platform, and professionals with digital competency are all critically needed. Higher education institutions in India are clearly visible from the growing usage of ICT, cloud computing, AI, robotics, and virtual reality in daily operations, which improves competencies and aids in skill alignment with industry-based knowledge. Teaching in a regular classroom is becoming obsolete. The way that education is delivered has changed dramatically since the advent of technology. It provides the freedom for students to access learning at any time or location they want. The lines that were once drawn by understudies and educators being available in a similar spot simultaneously have likewise become more foggy because of education turning out to be more computerized. In the past ten years, internet and remote learning have grown in popularity in India. With the majority of the country now having access to digital technology, online learning courses are becoming more and more popular. Besides, understudy evaluation through digitalization technology is currently a chance on the grounds that to the improvement of learning management systems (LMS). Outside of the classroom, students can socialize with their peers. The pupils' soft skills have also been guided by the peer-centered learning component. LMS would enhance student evaluation and the teaching process.

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.

Towards A Framework for Performance Management and Machine Learning in A Higher Education Institution

Performance management is a process that helps an organisation to manage its performance. Therefore, there are three stages of performance management such as coaching, corrective action, and then termination. A proper performance management process is very important for the development of a higher education institute. Apart from that, machine learning is another important process that is based on software technology. Therefore, machine learning helps to predict the outcomes of learning. There are a total of four types of algorithms of machine learning such as unsupervised, supervised, semi-supervised, and reinforcement. Furthermore, the use of performance management helps to enhance the productivity of the students of higher education institutions. In addition to that, the use of machine learning in higher education institutions is also helpful to enhance the productivity of the students. As both of the processes are efficient to gain knowledge about several things, therefore it helps to enhance the productivity of the students of higher education institutions.
 On the other hand, the purpose of this particular research study is to create a framework for machine learning and performance management in a higher education institution. Therefore, the framework is efficient and effective to understand the concept of research topics. Furthermore, the Framework for machine learning and performance management will help the students of higher education institutions to understand the impacts of these processes on their productivity. Apart from that, the researcher has used several types of methods and techniques for collecting and analysing all the data about the particular research topic. Thus, the researcher has adopted secondary methods for gathering more information and data about the research topic. Along with that, the researcher has used qualitative techniques for analysing all the data in this particular research study.

A performance management framework for smart health-care supply chain based on industry 4.0 technologies

Purpose The study aims to envisage upon conceptualizing and developing the scales of smart health-care supply chain (HCSC) performance in the era of the fourth industrial revolution. Design/methodology/approach This study has implemented structural equation modelling to analyse the survey data. To analyse the collected data from the field investigation involving a sample size of 323, the IBM SPSS AMOS 26 software package is considered to implement exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) in this study. Findings The measurement model of the study developed using EFA and CFA has resulted in validating 32 items out of the 42 items. Resultantly, the analysis using the above-mentioned tools and the parsimony of items to scale development makes it more susceptible to contributing significantly to the current HCSC literature. Research limitations/implications The HC providers need to consider a holistic and systematic approach while taking into account the constructs of smart HCSC performance, specifically, the effect of HCSC responsiveness and industry 4.0 between the independent and dependent variables. The scales are validated from the perspectives of developing countries such as India, and hence, their generalizability with respect to first-world countries is practically limited. Originality/value The scales validated in this study would facilitate managers and key decision-makers to apply the various elements of HCSC practices, gauge the application of these scales and monitor the performance of health-care facilities.

AI-ML algorithm for enhanced performance management: A comprehensive framework using Backpropagation (BP) Algorithm

In the era of economic globalization and heightened market competition, organizations face the imperative to establish robust performance evaluation mechanisms that drive both organizational development and individual employee motivation. This article delves into the multifaceted factors influencing employee performance, encompassing personal attributes, interpersonal relations, and work standards. The study takes a deep dive into the transformative integration of AI-ML algorithms, proposing a comprehensive framework for elevated performance management. Through the application of machine learning algorithms, this research seeks to revolutionize performance appraisals, impacting crucial HR processes such as employee selection, promotions, terminations, training initiatives, and remuneration adjustments. The investigation provides nuanced insights into the synergy between artificial intelligence, machine learning, and traditional performance evaluation methodologies, offering profound perspectives on contemporary organizational practices amid evolving challenges.

A performance management framework for self-managing schools in an emerging economy

The integrated quality management system (IQMS) as a performance management framework is mostly inadequate for school-based performance management. Literature branded it as a compliance system (Mamabolo et al., 2022) that does not allow school stakeholders the independence to take part in developing their own strategies. The study debates the amalgamation of the IQMS and the balanced scorecard (BSC) to develop a framework for self-managing schools in an emerging economy. Semi-structured interviews with members of schools’ management teams, were conducted and a qualitative research approach guided this study based on a design-based research (DBR) method. Our results show that a school-based performance management framework must be distinct, have a mission-focused strategy, involve all stakeholders, and be time efficient. Further, our results suggested that the performance management framework be updated on a regular basis to drive the school’s base strategy, learner academic and extracurricular achievement, and stakeholder satisfaction. While the IQMS links to managerialism (Mpungose & Ngwenya, 2017), the researchers argue that self-managing schools are linked to the participatory democracy theory (PDT) and accommodate stakeholder involvement. The framework combines the valuable criteria of the IQMS with the benefits of the BSC to contribute towards performance management in public schools.

INSTITUTIONAL FACTORS AND COMMERCIALISATION OF UNIVERSITY RESEARCH OUTPUTS AND INNOVATIONS IN UGANDA

The rising thrust to commercialize university research outputs and innovations has emerged as a significant policy challenge regarding the higher education sector's capacity to generate socioeconomic benefit. Despite emphasizing the socio-economic benefits of increased research commercialization in the policy statements and discussions, the issue of institutional factors affecting the commercialization of research outputs in universities is less mentioned. The purpose of this paper is to investigate the institutional factors, practices, and processes that influence the commercialization of research outputs in universities. A cross-sectional design was adopted and data was collected from a sample of 308 heads of academic departments in 23 chartered Universities in Uganda. The hypothesis was tested using a covariance-based Structural Equation Modelling (SEM) method in AMOS. The results indicate that institutional factors have a significant impact on the commercialization of research outputs. Therefore, there is a need for research commercialization policies such as policies on patents, and revenue-sharing frameworks in addition to training researchers in entrepreneurial skills and involving the whole change of mindset. In addition, universities need to institutionalize research commercialization targets into the performance management framework of staff such as staff appraisals, rewards, and promotions among others.

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.

Development and Implementation of a Unified Care Model Performance Framework in the Yishun Zone Regional Population Health System

Background / Objective: Governance and Leadership Subsystem (GLS) of health systems governs but also directs Service Delivery Subsystem (SDS) transformation. Performance management (PM) is a key GLS activity. Coherent PM frameworks improve SDS governance, health system performance and ultimately population health outcomes.
 Yishun Health (YH) is an integrated care organization within National Healthcare Group (NHG) caring for 320,000 residents in northern Singapore as the Yishun Zone Regional Population Health System (YZ). YH designed and deployed the Unified Care Model (UCM) as future-state SDS model to integrate and transform its care/services with care partners. A redesigned PM framework going beyond disease-condition services, specialty-departments, and institutions-partners was required.
 Method: Population segmentation was achieved using NHG River-of-Life segmentation model, dividing YZ residents into four Lifelong Care segments (LLC) and one Episodic Care segment (EC). Employing UCM, LLC and EC were further sub-segmented into a cascade of ever smaller populations of unique care needs to envision future SDS needs/demand-supply matching in the form of integrated microsystems of care/services delivery.
 UCM Performance Framework (UCMPF) was conceptualized by adapting IHI’s Quadruple Aim as annual outcomes for LLC microsystems and Dartmouth’s Clinical Value Compass as 90-day outcomes for EC microsystems. Ability to govern integrated microsystems was then modelled using clinical logic models, enabling curation of input, process, and output indicators into domains of standardized care strategies i.e. “Horizontal Logic”. “Vertical Logic” was then employed to aggregate relevant LLC or EC microsystem input, process, output or outcome indicators up the cascade of UCM population segments and higher order systems to envision future-state GLS, such as i) person and need/demand centric mesosystems e.g. LLC and EC or a community geographically, or ii) provider-centred mesosystems e.g. site-based disease condition-services or program, specialty-departments, institution-partners, culminating ultimately in whole health system or macrosystem performance indicators. UCMPF dual logic enabled stakeholders to visualize interdependencies in whole system PM indicators and more coherently co-create performance indicators at all levels of YZ.
 
 
 Results: Exceeding 1,300 existing care/services indicators across disease condition-services or program, specialty-departments, institution-partners were discovered and systemically visualized using UCMPF in LLC and EC Indicator Menus, revealing how current care/services indicators impacted input, process, output and outcome of LLC and EC at different levels of the SDS. Numerous leadership conversations were conducted to envision future GLS activities using UCMPF, spawning many working level discussions, which continue to be ongoing between senior clinicians and administrators to prioritize indicators for PM. Technical definitions for prioritized indicators was also initiated to support informatics systems and enterprise data warehouse dashboard redesign. 
 Discussion/Conclusion: UCMPF employs a systemic design and visualization approach to mitigate complexity in whole system PM. LLC and EC Menus reduce cognitive difficulty for stakeholders to relate their existing care/services measurement efforts with micro and mesosystem levels of the UCM and jumpstarts conversations whether existing care/services contribute or not towards YZ outcomes i.e. macrosystem. UCMPF therefore supports our ongoing care/services integration activity, and the co-creation of future GLS for YZ SDS is hypothesized to ultimately accelerate health system transformation towards better population health outcomes in YZ.

Performance Management Framework for Circular Economy Strategies

The existing literature emphasizes the importance of performance management as a vital component for increasing any company's competitive advantage. Companies can base their performance management on a variety of tools. In today's circular economy, managing companies’ performance in terms of not just financial but also environmental concerns has become a strategic decision. Indeed, the study directions on performance management for circular economy strategies are diverse and quite scattered. This paper aims to propose a performance management framework under the balanced scorecard approach to be considered for the circular economy strategies implementation. A bibliometric approach was used to reveal the main directions of previous studies in performance management and circular economy strategies. Results revealed that the indicators of performance management under the balanced scorecard approach to be considered for the circular economy strategies implementation are various.

Managing the unmeasurable: Developing a new performance management framework for the voluntary sector

IMPACT The concept of management control ‘as a package’ is explored within the context of five voluntary hospices in the UK, using a comprehensive framework, Simons’ levers of control. not applied widely in the voluntary sector. This article argues that, to enhance its practical application in this sector, this framework needs to be modified to include broader concepts of ethos, responsibility and judgement. This tool can be used in further research as well as providing a framework for discussions between voluntary organizations and their stakeholders about a balanced approach to managing and accounting for their organizational performance, not predominantly through measurement.

A Sustainability-driven Integrated model of strategic management for coastal urban projects

ABSTRACT Amidst today’s climate change-related environmental risks, both new and experienced investors may face uncertainty and lack of direction when preparing for investments, particularly in large-scale urban development projects. Therefore, guidance in construction investment, especially during the planning stage, becomes crucial to enhance the likelihood of success in coastal urban development projects and promote sustainable development. This study offers a valuable tool that integrates quantitative approaches like the “Balanced Scorecard” (BSC), “Analytical Network Process” (ANP), fuzzy theory, and “Decision Making Trial and Evaluation Laboratory” (DEMATEL) to create a strategic performance management framework focused on sustainable development. The model emphasizes the significance of investing in human resources, IT systems, and enterprise culture to foster business growth and development in urban coastal projects. Additionally, the study underscores the importance of internal control over project time, technology, quality, legal compliance, and resources, which serve as the driving forces behind operational processes. Furthermore, effective and flexible management of financial, social, and environmental activities is vital to ensure enterprise success while adhering to environmental, health, and safety requirements.

Work passion, leadership empowerment and employees’ creative performance management framework for improved employee performance

Work passion, leadership empowerment and employees’ creative performance management framework for improved employee performance

Proposed Design of Performance Management Framework for 3PL (Third-Party Logistics) Aggregator

Proposed Design of Performance Management Framework for 3PL (Third-Party Logistics) Aggregator

Proposed Design of Performance Management Framework for 3PL (Third-Party Logistics) Aggregator

This white paper proposes a performance management framework for third-party logistics aggregators (3PLs) that connect e-commerce companies and logistics providers. The logistics industry has grown rapidly in recent years, and with the emergence of aggregators, performance records must be updated. Using a case study of an Indonesian startup PT P, we create a framework using qualitative and quantitative interviews with the company’s C-levels. The framework is based on KPBMS, a simple and knowledge-based performance management system available in Indonesia. Traditional financial-based performance management systems have proven limited in their ability to adapt to modern organizational operating systems. A new-generation performance management system is based on the company’s strategy and values, is customer-centric, long-term, and emphasizes continuous improvement. The proposed framework includes strategic objectives, key performance indicators (KPIs), objectives, initiatives and reviews. KPIs are categorized into financial, customer, internal process, and learning and growth perspectives. Goal setting is based on broader goals, and initiatives are defined on the basis of rapid outcomes and long-term projects. The review process includes monthly, quarterly, and annual reviews focused on identifying areas for improvement. The proposed framework will help 3PL aggregators like PT P to set up a performance management system to monitor the performance of logistics providers and provide recommendations to e-commerce companies.

HPR67 Ejadah: Implementation of Value-Based Healthcare in Emirate of Dubai

Dubai Health Authority (DHA) is pursuing the implementation of Ejadah, a performance management framework designed to help transform current practice from Volume Based Care to Value Based Health Care. The aim is to develop and implement Key Performance Indicators (KPIs) according to evidence-based clinical practice guidelines to support healthcare professionals and healthcare systems adopt practices to optimize patient outcomes and reduce expenditure. To facilitate international benchmarking in compliance with Dubai Health System Performance Assessment Framework (Dubai Health SPA) that is developed collaboratively with OECD.

Implementing and Monitoring the HR Operating Plan: A Conceptual Framework for Performance Measurement and Management

Implementing and Monitoring the HR Operating Plan: A Conceptual Framework for Performance Measurement and Management

To Build a Conceptual Framework for Performance Management of Employees for The Emerging Work Scenario

Abstract: Performance management systems are quite popular in usage for the management system of employees. However, its effectiveness has still not reached its maximum potential. With the changing work scenario, the requirement of the performance indicators is also changing. This research paper deals with developing a conceptual model for performance management. The need for the addition of qualitative variables other than quantitative variables has also increased which makes the measurement of performance difficult

Are We There Yet? The Evolution of the US Federal Performance Management Framework: 1993–2022

ABSTRACT The adoption and use of organizational performance management techniques has evolved in the US federal government over the past three decades. This began with an emphasis on creating a supply of performance information largely for accountability and budgeting purposes. Its emphasis shifted to creating a demand for performance information to inform improvement strategies. Nevertheless, the resulting performance governance framework and its accompanying administrative routines have not been adopted consistently across agencies or at lower levels within agencies. However, recent movements to develop more sustainable uses of data and evidence may hold lessons for the future of the federal performance movement.