Performance Management In Universities Research Articles

The Perspective Classification of Balanced Scorecard with Ontology Technique

The competition among Higher Education Institutions (HEIs), such as universities, worldwide is crucial. It is imperative for universitiesto maintain high-quality education and achieve and maintain their world ranking. Therefore, they must utilise performance management tools in their performance improvement efforts. The Balanced Scorecard (BSC) is a quality tool for performance management in universities that helps them to enhance, increase, and maintain their overall performance and ranking. When their strategy changes, the performance indicators must be revised and rearranged in accordance with the BSC form. The information needed for decision-making cannot be immediately available because there are delays in updating the performance management system. This creates a gap between performance improvement in HEIs and the BSC. To eliminate this gap, the question we need to answer is how to automatically upload the updated BSC perspectives into the performance management system to streamline the decision-making automatically. This paper aims to present the Perspective Classification of Balanced Scorecard with Ontology (PCBSC-Onto) framework for automatically classifying performance indicators into BSC’s four perspectives using an ontological approach to support the dynamic capability of the management system’s performance. The balanced scorecard ontology and performance indicator ontology created through this research were applied in the PCBSC-Onto framework. The experiment’s results are based on the performance indicator data of a university in Thailand, and it presents how this framework and its algorithms contribute to increasing performance management ability in the HEI context. The accuracy rate of the PCBSC-Onto framework is 82.97% when compared to the accuracy of the modified Delphi method. The results reveal the accuracy of the proposed ontologies and algorithmson the data from the case study.

UNIVERSITY SUPERIOR PERFORMANCE BASED ON BALANCE SCORECARD: THE ROLE OF MANAGERIAL COMPETENCE AND MANAGEMENT CONTROL SYSTEM

This study aims to develop a Balanced Scorecard (BSC) model as a University performance management system with the implementation of managerial competencies and the role of management control systems. The unique potential of resources at state universities that have been incorporated (PTNBH) is managed effectively to support performance achievement. In order to achieve these achievements, the quality of the availability of appropriate human resources is needed in meeting managerial criteria such as competence, expertise and experience and the role of the management control system is needed as an effort to produce university performance. The population of this study is all leaders within Semarang State University. The sampling technique used a purposive sample of 236 people with statistical data analysis using SEM Partial Least Squares (PLS). The results showed that managerial competence and management control systems have a positive and significant effect on performance achievement, meaning managerial competencies that meet qualifications and are qualified followed by performance achievements based on balance scorecards. Similarly, the implementation of an effective control system leads to the achievement of performance. Research advice for leaders in the university environment should be in implementing the selection of human resources for managerial must consider work experience factors besides that future researchers can add or combine models with other predictor variables and conduct research on different objects, for example in other government-owned service institutions or it could also be in private companies so that the study of performance concepts is stronger and can generalized. KEYWORDS- Balance scorecard, University Performance, Managerial competence, and Management Control System

Optimisation Path of Human Resource Performance Management in Universities Based on Big Data in the Era of Digital Economy

Abstract This paper aims to create a digital platform that uses big data to manage HR performance. Firstly, the FCM algorithm transforms the dataset according to its affiliation degree and constructs a new database. An objective function is established to optimize the classification of organizational information using the correlation between data. Finally, the AHP algorithm is introduced to set indicator weights and factor sets, making the assessment results more hierarchical. The results show that the management platform system constructed in this paper operates stably, keeping the departure rate of university staff at about 5%, and 92% of students believe that the platform can improve teachers’ teaching quality. This shows that big data technology optimizes human resources management in colleges and universities.

Design of Data Warehouse Technology for Data Performance Management in Universities

The purpose of this research is Change Management for Organizations to find out change management for organizations and organizational change factors by using the nine steps methodology approach developed by Kimball. The results of this study are that information technology assistance provided by Pelindo I is the right step. Moreover, the scope of the business being managed is so wide, covering ports in the Sumatran archipelago and overseeing thousands of employees. Business process automation is becoming an effective way for companies to force irresistible change. If the rules are written, even though they have been mutually agreed upon, employees can still work around them. But technology can be coercive effectively and can eventually lead to cultural change. Performance management is simply productivity, how can employee productivity be measured based on predetermined targets? MKE Pelindo I with a technology base makes everything completely objective, transparent, and has clear measurements. When each person is competing to make an optimal contribution to the company, at that time all the wheels of the organization will move dynamically. Then based on Kotter's 8-step evaluation, the change process that was carried out for the first time in 2004-2014 which was not conducive was caused by the not forming a strong enough team to direct the process. And this is what creates resistance also from employees. Then it wasn't created at the beginning of creating the right vision, but changes had been implemented, meaning that subordinate employees were invited to change without communicating a vision.

Research on Comprehensive Budget Performance Management in Universities under the Background of Smart Finance

Research on Comprehensive Budget Performance Management in Universities under the Background of Smart Finance

대학의 성과관리에 대한 국내 학술연구 동향 분석

As the direction of university evaluation changes to ‘first, financial support, and then performance management later’, the importance of university performance management is being emphasized more and more. The purpose of this study is to derive implications for future research by analyzing the overall trends of domestic academic research on performance management system in higher education and the main characteristics of research on educational performance management. An integrated literature review method was used. A total of 42 papers were analyzed by period, research method, and subject. In addition, the main research subjects of educational performance management and the mainly used performance management model were analyzed. Based on the results, it was suggested that the development of a performance management system for future educational performance management, conduct quantitative research for influencing factors and effect analysis, and development of a customized performance management model for curriculum performance evaluation of were suggested.

대학의 역량기반 교육과정 성과관리 실태 조사 및 방향 탐색

Objectives This study investigated the status of the competency-based curriculum introduced and operated as a plan to strengthen university competitiveness. Based on this, we tried to present implications for the direction of performance management of the university's competency-based curriculum. Methods First, the characteristics of university performance management, competency-based curriculum design features, competency-based curriculum performance management evaluation model, and evaluation index theoretical model were derived through literature and comparative studies. Second, the status of competency- based curriculum performance management at University A was investigated and analyzed. Third, based on the actual status of competency-based curriculum performance management at domestic and foreign universities, expert interviews were conducted to derive the direction for university competency-based curriculum performance management. Results First, based on the CIPP model, evaluation indicators were designed according to the areas of situation evaluation, input evaluation, process evaluation, and output evaluation. Second, it was found that more than half of the teachers at University A were generally satisfied with the competency-based curriculum quality management situation. As a result of the IPA analysis, the performance level was lower than the importance level in the previous stage of the CIPP model. Third, experts saw that it was necessary to collect opinions from school members in the situation evaluation, design a roadmap for the entire university curriculum, recruit capacity management personnel, and develop faculty's competency-based class design ability. Conclusions In order to increase teachers' interest in and implementation of competency-based curriculum in the future, it is necessary to provide support such as identifying teachers' needs, training teachers for new curriculum, and selecting and rewarding excellent classes.

Framing the use of performance management in universities: the paradox of business disciplines

PurposeThis paper explores how performance-management systems are understood and framed through the use of rhetoric and language within universities, where not-for-profit, charitable goals are (or should be) central. It addresses the issues of: how strategic rhetorical frames are used by university actors; and how these relate to actors' primary frames and reactions to performance-management practices. The study focuses on the case of UK universities, taking into consideration both old and newer institutions.Design/methodology/approachThis study adopts a case-study approach, relying on 28 interviews with key-academic actors involved in the design and implementation of university performance-management systems in four UK universities.FindingsThe research highlights the important effect of primary frames over the strategic frames that are mobilised to achieve desired outcomes or individual advantage. In Business disciplines, the consistency between actors' primary frames and managerial and performance-management tools introduced into universities makes such disciplines a fertile ground for these practices to be embraced. This is not the case with Natural Sciences.Practical implicationsWhile framing a new practice consistently with existing/prevailing primary frames may be a winning strategy in the short term, in the long term, those tasked with introducing new practices should consider that the prevalence of a certain view of the world has the potential to hamper innovation and learning.Originality/valueThe paper contributes to advance our understanding of the interaction between individual primary and strategic frames, as well as academic staff's reactions and interpretations of performance-management practices in universities as knowledge-intensive, not-for-profit organisations.

Integrating strategic planning and performance management in universities: a multiple case-study analysis

Over time, public universities have been involved in a process of modernisation based on a new concept of governance and managerial methods for increasing efficiency and effectiveness, as well as transparency and accountability. This paper aims to investigate the link between strategic planning systems and performance management systems in Italian universities by answering the following research question: to what extent do strategic planning tools contribute to performance management systems and, vice versa, to what extent can performance management systems help in the reshaping of universities’ strategies? To this end, we adopt a qualitative approach by conducting a multiple case-study analysis in the Italian context. Data are gathered through documentary analysis and interviews as primary research methods. Since scholars have mainly focused their attention on strategic planning or performance management in universities in isolation, the originality of this research lies in the attempt to connect these two important research fields, whose mutual interdependences are still to a certain extent unexplored. The implications of this study concern recommendations and suggestions for universities’ governance bodies to support their decision-making processes in the definition of their long-term objectives and performance management systems.

Psychometric Adequacy of the Persian Version of the Performance Management Behavior Questionnaire in Universities

Introduction: Despite interest in improving performance management in universities, few studies have examined this topic. Because of the absence of validated tools in Iran for assessing behavior performance management, this study was conducted to validate the behavior performance management scale. Objective: This study aimed to assess the psychometric adequacy of the Performance Management Behavior Questionnaire (PMBQ) for the heads of university departments in Iran. Materials and Methods: This cross-sectional study was conducted in four phases. The first and second phases included PMBQ translation and its modification in accordance with the educational setting. The third phase consisted of the content and face validation, and the fourth phase aimed to evaluate the construct validity and reliability of this scale. All 400 faculty members (200 for exploratory factor analysis and 200 for confirmatory factor analysis) were studied. After translation, the 27-item PMBQ was evaluated for validity and reliability. Content Validity Ratio (CVR) and Content Validity Index (CVI) were computed for content validity. For construct validation, the exploratory factor analysis and confirmatory factor analysis were used. The PMBQ reliability was assessed by the Cronbach α coefficient. Results: Considering eigenvalues above one, five factors were identified that jointly explained 58.22% of the variance observed. Based on the arrangement of the factors, they labeled as monitoring performance management (9 items), coaching (6 items), goal setting (6 items), communication (3 items), and providing consequence (2 items). Results showed that the Average Variance Extracted (AVE) varied between 0.51 and 0.60; composite reliability was between 0.7 and 0.81, and the Cronbach α coefficient was between 0.70 and 0.82. Conclusion: PMBQ as a valid and reliable tool can be used for assessing the behavior of the heads of departments from the viewpoints of faculty members.

An Integrated Decision-Making Model for Analyzing Key Performance Indicators in University Performance Management

University performance has an important effect on the social influence of universities. With increasing emphasis placed on higher education, it is important to improve and optimize university performance management. However, the performance of university management is affected by numerous indicators in practice, and it is difficult for administrators to optimize all of them because of resource restriction. To address this concern, in this paper, we design a novel integrated model by combining linguistic hesitant fuzzy sets (LHFSs) with the decision-making trial and evaluation laboratory (DEMATEL) method to identify key performance indicators (KPIs) for improving the level of university performance management. Specifically, the LHFSs are utilized to express the hesitant and vague interrelationship assessment of performance indicators provided by experts. A modified DEMATEL is adopted to visualize the causal relationship between performance indicators and determine critical ones. Moreover, we introduce a gray relation analysis (GRA)-based method to derive experts’ weights when their weight information is unknown. Finally, a comprehensive university in Shanghai, China, is employed as an example to illustrate the practicability and availability of the proposed linguistic hesitant fuzzy DEMATEL model.

Strategic Transformation of Human Resource Management Model of Ocean Engineering: An Exploratory Study

Gao, C. and Sun, H., 2020. Strategic transformation of human resource management model of ocean engineering: An exploratory study. In: Gong, D.; Zhang, M., and Liu, R. (eds.), Advances in Coastal Research: Engineering, Industry, Economy, and Sustainable Development. Journal of Coastal Research, Special Issue No. 106, pp. 117–120. Coconut Creek (Florida), ISSN 0749-0208.With the implementation of China's marine strategy, more and more attention has been paid to the use and development of the ocean, and more and more marine engineering projects have been carried out. However, the gap between China's ocean engineering and that of developed countries is still big. These gaps are not only reflected in the engineering technology, but also in the management of ocean engineering personnel. On the one hand, the existing human resource management model of marine engineering in China could not well meet the increasingly urgent needs of marine resource development, and changing the model and carrying out the strategic transformation is urgent. On the other hand, the rapid development of higher education in China in recent years is inseparable from efficient performance management. The mode of performance management in universities is the value orientation of promoting efficiency with fairness and promoting development with standardization. By using performance management in the daily management activities of universities, the development strategy is established and has the characteristics of academic, human nature, complexity, and effectiveness. Therefore, it is of great practical significance for the healthy and sustainable development of ocean engineering in China to establish the human resource management model of ocean engineering based on the performance management model of universities. Accordingly, this paper first expounds the necessity and urgency of the transformation of the human resource management mode of marine engineering in China and then analyzes the current situation. The essential characteristics and value orientation of performance management in universities is also analyzed. Finally, this paper discusses the feasibility of establishing the human resource management model of ocean engineering based on the performance management model in universities, so as to establish an innovative model suitable for the actual needs in China.

What counts for quality in interdisciplinary accounting research in the next decade

PurposeThe purpose of this paper is to reflect upon the focus and changing nature of measuring academic accounting research quality. The paper addresses contemporary changes in academic publishing, metrics for determining research quality and the possible impacts on accounting scholars. These are considered in relation to the core values of interdisciplinary accounting research ‒ that is, the pursuit of novel, rigorous, significant and authentic research motivated by a passion for scholarship, curiosity and solving wicked problems. The impact of changing journal rankings and research citation metrics on the traditional and highly valued role of the accounting academic is further considered. In this setting, the paper also provides a summary of the journal’s activities for 2018, and in the future.Design/methodology/approachDrawing on contemporary data sets, the paper illustrates the increasingly diverse and confusing array of “evidence” brought to bear on the question of the relative quality of accounting research. Commercial products used to rate and rank journals, and judge the academic impact of individual scholars and their papers not only offer insight and visibility, but also have the potential to misinform scholars and their assessors.FindingsIn the move from simple journal ranking lists to big data and citations, and increasingly to concerns with impact and engagement, the authors identify several challenges facing academics and administrators alike. The individual academic and his or her contribution to scholarship are increasingly marginalised in the name of discipline, faculty and institutional performance. A growing university performance management culture within, for example, the UK and Australasia, has reached a stage in the past decade where publication and citation metrics are driving allocations of travel grants, research grants, promotions and appointments. With an expanded range of available metrics and products to judge their worth, or have it judged for them, scholars need to be increasingly informed of the nuanced or not-so-nuanced uses to which these measurement systems will be put. Narrow, restricted and opaque peer-based sources such as journal ranking lists are now being challenged by more transparent citation-based sources.Practical implicationsThe issues addressed in this commentary offer a critical understanding of contemporary metrics and measurement in determining the quality of interdisciplinary accounting research. Scholars are urged to reflect upon the challenges they face in a rapidly moving context. Individuals are increasingly under pressure to seek out preferred publication outlets, developing and curating a personal citation profile. Yet such extrinsic outcomes may come at the cost of the core values that motivate the interdisciplinary scholar and research.Originality/valueThis paper provides a forward-looking focus on the critical role of academics in interdisciplinary accounting research.

Introducing performance management in universities: the case of a university in Southern Italy

The aim of this paper is to identify the exogenous and endogenous conditions that may lead to specific characteristics in the processes of introducing performance management system and their success/failure. In particular an analysis was carried out on the route followed to adopt the performance management system in a university in Southern Italy, first formally and then substantively. The life-cycle approach is used to examine the various phases of adopting the performance management system: design, implementation, use, evaluation or assessment and impacts. Also considering the limits of the analysis of a single case study, the analysed case shows how the substantive adoption of the managerial changes in the public administrations is based more on cultural elements, skills and abilities, on the organisational learning, rather than on the application of rules or regulations or on the mere transposition of models and tools originating in private companies. The case study illustrates these problems and shed light on needed research.

Introducing performance management in universities: the case of a university in Southern Italy

The aim of this paper is to identify the exogenous and endogenous conditions that may lead to specific characteristics in the processes of introducing performance management system and their success/failure. In particular an analysis was carried out on the route followed to adopt the performance management system in a university in Southern Italy, first formally and then substantively. The life-cycle approach is used to examine the various phases of adopting the performance management system: design, implementation, use, evaluation or assessment and impacts. Also considering the limits of the analysis of a single case study, the analysed case shows how the substantive adoption of the managerial changes in the public administrations is based more on cultural elements, skills and abilities, on the organisational learning, rather than on the application of rules or regulations or on the mere transposition of models and tools originating in private companies. The case study illustrates these problems and shed light on needed research.

Sustainable University: Beyond the Third Mission

Higher education, especially nowadays, is subject to endless discussions and substantial reforms of performance management in universities across the world. The roots of the modern university go back 1,000 years to the University of Paris, where the unique aim was education and training. This was the first mission realised in the context of the Catholic Church. The way and the form of the modern university development throughout history has always been influenced by social triggers. The trigger for the second mission of research was Humboldt who led to the establishment of the University of Berlin in 1810 (Trencher et al., 2014). The major catalyst of the third mission and the university role of technology transfer was the emergence of an independent relationship between science, industrial innovation and government policy leading to the so-called ‘knowledge-based’ economy. With the new mission, managerialism entered the university with performance management as its integral part. Traditionally, performance management in universities has had a development role, i.e. helping individuals to improve their (future) performance. However, the new system is more judgemental, i.e. seeking to qualitatively evaluate (past) performance. There is a danger that the new system could inhibit creativity and anxiety about how the systems are used (Bogt and Scapens, 2012). Yet, the emergence of global entrepreneurial approach is not the last step in the ever-evolving modern university. There are many good examples, where co-creative partnership for sustainability is implemented, which is fundamentally different from conventional third mission activities.The paper analyses the way in which new performance systems are applied and their results and presents a case of co-creation for sustainability at the Institute of Environmental Engineering (APINI) at Kaunas University of Technology (KTU). It shows that the missions of education, research and technology transfer are able to potentially co-exist with co-creation for sustainability and complement the first three missions at a sustainable university.DOI: http://dx.doi.org/10.5755/j01.erem.72.2.16203

PERFORMANCE MEASUREMENT OF STATE UNIVERSITY WITH SERVICE PUBLIC FINANCIAL MANAGEMENT BOARD IN INDONESIA

This study aims to determine the pattern of university performance management Public Service Board (BLU). To measure the size of the financial performance of the university using the ratio Composite Financial Index (CFI) Higher Education made ​​by KPMG in the financial statements of public universities in Indonesia. This ratio includes the primary reserve ratio, net income ratio, return on net assets ratio, and the viability ratio. To determine the performance of three ways, namely by comparing the performance of units before and after use patterns BLU financial management, comparing the performance of units BLU and units non-BLU, examine the effect of flexibility on performance. The analytical tool used in this research is to use your paired sample t-test, independent sample t-test, and linear regression. The results showed that there were different university performance before and after using the BLU management scheme, there are different patterns of performance management BLU and universities with the pattern of non-BLU, and flexibility affect the performance. This difference is seen in the primary reserve ratio and the net income ratio. Return on net assets ratio showed no significant results, whereas the viability ratio can not be measured because only two universities that reported this ratio. The university is the University of Indonesia and Hasanuddin University.

Perverse Audit Culture and Accountability of the Modern Public University

AbstractThe audit culture which has developed in public universities has led to counter‐productive outcomes. Managerial oversight of academic work has reached a critical tipping point. Extensive auditing of research output by means of performance management assessment regimes motivated by a New Public Management mentality has damaged individual scholarship and threatened academic freedom. Such assessment regimes are perverse and conducive to the development of psychotic tendencies by universities. It is important to understand the effects of a perverse audit culture when re‐thinking and reforming approaches to university performance management. We suggest ways for public universities to acknowledge the need for accountability while remaining true to core academic purposes.

Sustainability reporting and performance management in universities

Purpose – This article aims to provide a perspective on sustainability reporting and performance management in the university sector making a case for increased accountability, improved (management of) performance and greater innovation in approach. Design/methodology/approach – The author provides a personal perspective drawing on experience in sustainability standard setting and as a sustainability researcher, advisor and practitioner in the university sector and others. Findings – The paper finds that university practice in sustainability reporting and performance management significantly lags other sectors and falls far short of optimising the potential of the sector to influence transformational change through knowledge transfer. Research limitations/implications – The paper suggests some areas for further research. Practical implications – This article makes a case for increased sustainability performance management and reporting in universities arguing that it would lead to increased accountability and improved performance. It calls for social, environmental and economic sustainability to integrated into university processes. The paper has implications for university policy makers and regulators. Originality/value – Little attention has been paid to the university sector in the sustainability reporting and social responsibility literature or indeed in recognised standards for sustainability reporting and management.

Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems

The measurement of research and teaching performance is increasingly common within universities, driven probably by the rise of New Public Management (NPM). Although changing over time and varying from country to country, NPM involves the use of private sector methods in the public sector. Traditionally, performance measurement in universities has had a developmental role – helping individuals to improve their (future) performance. However, the new systems seem more judgemental – i.e. seeking to quantitatively evaluate (past) performance. We study performance measurement in two Accounting and Finance groups – one in the Netherlands and one in the UK. In both we see an increasing use of judgemental forms of performance evaluation and, in particular, the use of more quantitative performance measures. The use of these more judgemental quantitative systems is seen to have various effects. Although these systems emphasise objective quantitative measures, they relocate subjectivities (usually at a greater distance from the subject), rather than remove them. This creates uncertainty and anxiety about how the systems are used. There is a danger that the new systems could inhibit creativity in teaching and limit contributions to the world outside the university. Furthermore, they could damage creativity and innovation in accounting research – as researchers play safe in getting the publications they need. As we are both researchers and practitioners in this area, we should be challenging these trends and pointing to the dangers for research (and teaching) in our field.