Strategic Performance Management Research Articles

Upaya Manajemen Kinerja Strategis Perusahaan Melalui Sistem Informasi Pemeliharaan Aset Bergerak Berbasis Web

Research aim : This research aims to design a web-based movable asset maintenance information system as a company's effort to implement strategic performance management.
 Design/Method/Approach : This research method uses the Software Development Life Cycle (SDLC) method with the use of the waterfall model. In addition, the analysis and design of the system in this research uses the Unified Modeling Language (UML), the PIECES method to identify problems, and Blackbox Testing as a test of the suitability of the system's functionality.
 Research Finding : The results of this study indicate that the functional requirements of the web-based movable asset maintenance information system are following the company's functional requirements based on testing through black box testing.
 Theoretical contribution/Originality : This research is expected to increase knowledge in the field of web-based information system design technology.
 Practitionel/Policy implication : The implementation of strategic performance management through a web-based movable asset maintenance information system has an impact on the digital transformation of the company's activity procedures, the performance of the company's activity procedures which is increasing, data management is carried out centrally, the negative impact of security is reduced, and excellent service is increasing.
 Research limitation : The object of the research is in the Pertamina Patra Niaga, Sultan Syarif Kasim II Pekanbaru Aircraft Filling Depot. In addition, this research is limited to the design of a web-based movable asset maintenance information system.

Create a Chinese Organization with Temperature, Dream and Excellent Performance in the Digital Era

Under the background of digital economy, the digital transformation of enterprises is no longer a choice, but the only way to determine its survival and development. Chinese technology enterprises have been exploring the direction of digital transformation, but the industry has not yet given a clear answer. Based on the author's years of research at Cambridge University in the United Kingdom and more than 20 years of management consulting practice in China, China Mobile, Industrial and Commercial Bank of China and state-owned enterprises in Yin Zhou District, Zhejiang Province were selected as case studies, combined with literature research methods, starting with the difficulties and key points of organizational digital transformation of Chinese science and technology enterprises, the author reviewed the current situation of organizational digital transformation, and analyzed the problems and challenges of organizational digital transformation, Explore how to solve the path of organizational digital transformation. At the same time, the author summarizes and puts forward the direction of organizational digital transformation - building a Chinese scientific and technological enterprise with "temperature, dream and excellence" as the new paradigm of digital organization. Finally, the author innovatively proposes the S-HPL model of the organization's strategic performance management and leadership system in a people-centered and digital environment to support the success of the organization's digital transformation. These are helpful to the theoretical guidance and practice of the organizational digital transformation of Chinese science and technology enterprises.

Strategic Performance Measurement and Management: The Distinctive Nature of the Public Sector and Implications on Performance Measures

Purpose : Strategic performance measurement and management (SPMM) as a subject has come over increased research radar over the last four or so decades. The so-called “performance measurement revolution” of the 1980s to 1990s concentrated on the private sector. “Business managerialism” and “accountingisation” kicked-in into the public sector with transplanting of hitherto private sector management techniques under New Public Management (NPM) and other administrative reform programmes by various governments internationally. Specifically, the 1990s saw the implementation of modern multi-dimensional SPMM systems originally in the private sector. Considering the nuanced nature of the public sector, the transfer of SPMM systems from the private to the public sector has not been straightforward due to technical, conceptual and behavioral factors. This paper contrasts the features of the private and public sectors and investigates the implication of the distinctive nature of the public sector on the application of SPMM in the public sector. This will augment our perceptions and comprehension of existing public sector SPMM theory and practice. Design/Methodology/Approach: The study adopted a systematic literature review (SLR), a mode of research which has been widely adopted and strongly justified for adoption in business and management research since the turn of the 21st century. The study conducted a content and thematic analysis on the commonalities and differences between private and public sectors and implication of the differences on public sector strategic performance measurement and management. The study itself covered 233 published and unpublished documents covering the seven decades to 2023 which to our knowledge constitutes the most comprehensive update on the public-private debate trends to date. Findings: The study thoroughly interrogated the literature perspectives or models on the commonalities and differences between the public and private sectors. The study then deep-dived into the underlying characteristics which differentiate the public and private sectors producing one of the most detailed side-by-side analyses of public-private differentiation based on organisational characteristics, dimension, or concept of all time. The systematic review further identified and derived several thematic areas related to public-private differences and went on to establish the implications of the public-private divergences from an SPMM perspective especially as it relates to the derivation and application of public sector performance measures. These findings are critical for both practitioners and academics as they explore the subject of transplanting private sector SPMM practices into the public sector which is another overripe area for research. The findings provide public managers with a comprehensive and critical cog in their management toolbox as they navigate the practical realities and difficulties of implementing SPMM in the public sector’s unique and complex environment. Research Limitations: The main challenge with conducting a comprehensive research of this magnitude relates mainly to the broad range of literature covered, the unwieldy and onerous analysis and lots of judgement calls which could impact bias and replicability. Practical Implications - This paper conducts a comparative analysis of the key features of the private and public sectors found in the literature and evaluates how they drive attendant management practices in the two sectors and specifically how the public sector’s distinctive nature impacts on the measures of performance. Originality/value - Studying the differences and how they impact the choice of public sector KPIs is crucial in attempting to address the myriad of challenges and potential hindrances to future institutionalisation of SPMM in contemporary PSOs. Exploring and understanding the differences and similarities between public and private sectors is a beneficial springboard to cultivate erudition, cross-pollination and facilitation of knowledge transfer between the two sectors of the contemporary global political economy. Keywords: Strategic, performance management, performance measurement, performance measures, key performance indicators, public-private differences DOI: 10.7176/PPAR/13-2-03 Publication date: March 31 st 2023

Construction of performance management system of private universities based on strategic orientation

In the era of knowledge economy and the transformation of education industry, opportunities and challenges coexist for private universities. In the face of complex internal and external environment, the promotion and realization of strategic goals are related to their success or failure, and the implementation of strategic performance management is conducive to the sustainable development of organization and the realization of strategic goals. By summarizing the existing problems in the performance management of private universities, this paper will establish a strategic performance management system that is conducive to realizing strategic goals of private universities, to achieving the goal of teachers' development and connotative sustainable development.

Moderately developed employee performance appraisal systems in Hungarian hospitals

The aim of the study is to assess and present the structure of the performance management system and the practice of performance appraisal in Hungarian state-run hospitals in the framework of an exploratory, descriptive research. Objective data may be used to support performance appraisal practices, primarily alongside a strategic performance management goal. The performance measurement and evaluation practice emerging from the research can be considered to be of adequate quality on the basis of the recommendations formulated in the literature. It is found that moderately developed performance appraisal systems exist in Hungarian hospitals. When observing work performance, the direct results of employees’ work are the primary basis for performance appraisal. A scale for measuring the development of a performance appraisal system has been developed.

Individual Performance Commitment Rating and Work Satisfaction of Pangasinan State University Faculty with Multi-Designations: A Basis for a Mathematical Model

Individual Performance Commitment Rating (IPCR) is a tool utilized in the implementation of the Strategic Performance Management System (SPMS) among state universities and colleges in the Philippines. The aim of this study is to standardizing (IPCR) computation for faculty with multi-designations in state universities and colleges in the Philippines and be subjected to acceptability evaluation using technology acceptability model (TAM). In addition, administered in accordance with the rules, regulations and standards promulgated by the Civil Service Commission (CSC). Using a descriptive-developmental design, purposively sampled university and campus officials with multi-designations for the past three school years served as the first set of respondents. Their profile, work satisfaction and method of IPCR computation for the past three years were determined. The second set of respondents who evaluated the acceptability of the mathematical model were IPCR main end users such as the university officials, administrators, and statistics center staff. Evaluation result on the acceptability of the developed model based on usefulness, ease of use, attitude towards usage and intention to use was at very highly acceptability level. It is recommended that such mathematical model in computing the IPCR for faculty with multi-designations be a springboard for discussion for PSU and CSC further evaluation and possible adoption.

Peran Inputer Indikator Kinerja Utama (Iku) Dalam Pengelolaan Data Kinerja Direktorat Perencanaan Strategis Dan Manajemen Kinerja Badan Pemeriksa Keuangan

Performance data management is carried out by recording, processing, and reporting performance data. The measurement of performance achievement at BPK is supported by the role of the Key Performance Indicators (KPI) input. Where the KPI input does not meet the level of reliability. The purpose of this study was to find out what factors caused the role of KPI inputers to not fully meet the level of reliability (timeliness of data input, completeness of supporting data and accuracy of supporting data) in the ideal SIMAK/PRISMA data input; and develop strategies to increase the role of KPI inputers in order to increase reliability. This study uses a qualitative research method with a descriptive approach using Soerjono Soekanto's active role theory. Sources of data obtained from primary data and secondary data. The analysis technique uses SWOT analysis. Data collection techniques through interviews, observations and documentation carried out at the Directorate of Strategic Planning and Performance Management. Resource persons as informants in this study are KPI inputers. The results showed that the factors that caused the role of the KPI inputer to not fully meet the ideal level of reliability in inputting SIMAK/PRISMA data were the KPI inputer in carrying out the role of prioritizing the main task, where being a KPI inputer was an additional task; availability of data from parties other than KPI inputers who have not provided data by the time limit; there is limited knowledge of the inputer on the use of the application; the data period required is different from the input period; the existence of human error, the inputer mistakenly saw the numbers and typed them; the data to be input takes time in a tiered review, the work process is still ongoing so that the required data does not yet exist; data/document access restrictions. There are six strategies that can be used to increase the role of KPI inputers, namely maintaining social relations/interrelationships on an ongoing basis in order to cooperate with other parties regarding data input; maximizing the facilities and infrastructure to support the task of inputting data; propose a re-evaluation of data access restrictions; propose to take part in related training for unskilled KPI inputers; proactive in collecting data from various parties.

Assessing the Impacts of Individual and Organizational Factors on South Korea Hotels’ Green Performance Using the AMO Model

The goal of this study is to investigate the influence relationship between AMO applied green HRM and employees’ green OCB. This study also attempted to verify the relationship between employees’ green OCB and green performance management. Specifically, we tried to define the effects of green awareness and green psychological climate on green HRM and green OCB. Moreover, we examined the mediating effect of green CSR perception on the relationship between green OCB and green performance management. To do so, we surveyed Rooms and F&B employees from nine global chain hotels in South Korea that actively contribute to a green package. An “actively contributing hotel” is one that has leadership in energy and environmental design certification. Further, employees of such hotels consider them proenvironmental hotels. For data analysis, we carried out SEM and factor analysis using SPSS 18.0 and Amos 20.0 (IBM, Armonk, NY, USA). All hypotheses were adopted as having significantly positive (+) effects. Hypotheses 4, 7, and 11 predicted partial mediating effects. The findings of the study have significant theoretical and practical ramifications for corporate environmental strategic performance management. Specifically, this study identified the relationship between the mediation variables on green OCB and green PM, as demonstrated in previous studies. Additionally, these results provide an effective employee management strategy for the green HRM of green hotels by providing concrete data. First, green hotels need to raise employees’ green awareness and green psychological climate to increase their green OCB. Second, employees themselves ultimately have to enhance the green CSR perception to raise green PM.

Risks in decision making - uncertainties, types and characteristics

The decision-making process reflects not only the consecutive approaches for decisions taken withinthe company, but it is the main direction to identify, develop, implement, and evaluate the business processes. The levers used to develop a strategic performance management denote the measures to reduce the riskin the decision-making process, which reflect the chance of unfavourable elements with negative consequences on the decision. In other words, the decision-making process is influenced by events or phenomenathat influence the business of modern companies, being the expression of the non-realization of the desiredprofit or loss within the economic transactions. To make a decision, it is necessary to take into account therisk of events that may have unfavourable consequences on the proposed goals, trying to avoid the risks or,if possible, to minimize them, transferring them to another implementation stage. In this article, the conceptof risks as a concept, their typologies and characteristics have been presented, from the perspective of possible financial-economic decisions in the company's business context, as well as the consequences that mayoccur. In real company practice, as a rule, the manager of a private company lacks sufficient data aboutconsiderable aspects of risk factors and thus takes decisions with delayed effects.

Partnering Capability for Growth: Maturity Levels

Strategic Alliances are mushrooming with a desire of Co-creating and attaining Objectives, difficult to be achieved alone. The objective of this article is to understand two basic issues related to Strategic Alliance-Capabilities and Performance Management issues in Strategic Alliances. Strategic Alliances success can be gauged by their performance. To illustrate this point, we have taken two cases of steel industry. Caselet A has been a failure case and was taken at a stage when alliance capability maturity in the organization was low. Caselet B is a successful case and was taken at a stage when alliance capability maturity of the same organization improved at higher level.

Strategic Planning and Performance Management for Citizens of Harghita County with the Introduction of the CAF Based Quality Management Tool (CAFHR) Project

Abstract The Harghita County Council has decided to carry out a self-assessment to evaluate the adequacy of its processes in the framework of a complex organizational development project using the CAF (Common Assessment Framework). The outcome of the performed self-assessment showed the capabilities and results of the operation, as well as the tasks of ensuring short- and medium-term development. This article aims to point out the needs and possibilities for improving administrative processes by presenting the experiences of the project. An important experience of the project is to prove the necessity of taking into account the specific features in addition to prove the general applicability of the model.

Predicting SMEs performance through green supply chain practices: a mediation model link of business process performance

PurposeBecause of the emergence of technological development, firms (i.e. small and medium enterprises (SMEs)) adopt innovative cost-reduction strategies to improve their processes. Therefore, the adoption of green supply chain practices (GSCP) is critical for SMEs to enhance their business process performance (BPP). This paper aims to investigate how GSCP directly and indirectly (via BPP) influences firm manufacturing performance using the resource-based view as a theoretical base. This research also pursues to examine the mediation mechanism of BPP in the linkage between GSCP and SMEs performance in manufacturing SMEs.Design/methodology/approachUsing the survey method, the authors recruited 407 textile SMEs executives and validated the proposed model and relationships in AMOS.FindingsThe outcomes confirm that GSCPs are positively related to BPP and SME performance, and BPP significantly mediates the association between GSCP and SME performance.Practical implicationsThe outcomes help SME executives to minimize operational costs, save time and reduce wastage by implementing GSCP in their manufacturing processes. SME executives can improve their internal business processes for attaining the best firm performance.Social implicationsThis research provides a healthy workplace to employees by improving business processes performance, enhancing brand image, increasing employee morale and decreasing production wastage.Originality/valueThis research theoretically and empirically contributes to explore the impact of GSCP on textile SME performance, which was unexplored in strategic green supply chain and performance management literature. Furthermore, this is the first study that explores the mediation mechanism of BPP between GSCP and SMEs performance.

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.

CONCEPTUAL PRINCIPLES OF ORGANIZATION OF STRATEGIC EFFICIENCY MANAGEMENT OF ECONOMIC ACTIVITIES

In market conditions, performance is a vital characteristic both at the level of the individual enterprise and at the level of the industry and the national economy as a whole as well. This allows determining whether it is rational to choose the economic behaviour of economic entities in the external environment whether the available potential and resources are rationally used to solve current tasks and achieve strategic goals of their development. However, despite the importance of this category, there is currently no clear standard definition of "strategic performance of an economic entity". Therefore, the study aims to scientifically and theoretically substantiate the essence of the category "strategic effectiveness of the subject of economic activity" to determine its features, evaluation criteria and approaches to management. It was found out in the study that in contrast to current or tactical performance, strategic performance is a difficult category to measure due to the variability of long-term evaluation criteria. As criteria for strategic effectiveness, the authors propose to use the market value of businesses and their ability to generate value for their key stakeholders. The content of the process of strategic performance management of the subject of economic activity, which consists of subsystems of strategic goals management, resource management, management of interaction with the external environment and evaluation of strategic effectiveness, was determined. It was proposed to determine the quality of strategic performance management by the degree and speed of approximation of the actual state and characteristics of the economic entity to the strategic goal, which is to fully meet the needs and expectations of key stakeholders, owners, consumers, employees, public, local and state authorities, international partners, etc.

Strategic human capital analytics and organisation performance: The mediating effects of managerial decision-making

There is much enthusiasm for analytics and the measurement of intangibles, such as human capital. In stark contrast, the study of strategic human capital analytics is plagued with definitional disunity, a lack of empirical research, and inconsistent results from the handful of research studies that have been undertaken. This study contributes to the extant literature and academic debate through the original and foundational study of strategic human capital analytics effect on organisation and market performance and mediation by managerial decision-making drawn from the resource-based view, human resource accounting and persuasion theory. Our analyses, from a sample of 383 senior- and middle-level managers, suggest that managerial decision-making determines the extent to which strategic human capital analytics, as part of a strategic performance measurement and management system, improve organisation and market performance. Implications for theory and practice in this emergent field of study are discussed along with directions for future research.

Thriving information system through business intelligence knowledge management excellence framework

In the current digitalization dilemma of an organization, there is a need for the business intelligence and knowledge management element for enhancing a perspective of learning and strategic management. These elements will comprise a significant evolution of learning, insight gained, experiences and knowledge through compelling theoretical impact for practitioners, academicians, and scholars in the pertinent field of interest. This phenomenon occurs due to digitalization transformation towards industry revolution 5.0 and organizational excellence in the information system area. This research focuses on the characteristic of a comprehensive performance measure perspective in an organization that conceives information assessment and key challenges of Business Intelligence and Knowledge Management in perceiving a relevant organizational excellence framework. The dynamic research focusing on the decision-making process and leveraging better knowledge creation. The future of organization excellence seemed to be convergent in determining the holistic performance measure perspective and its factors towards industry revolution 5.0. The research ends up with a typical basic excellence framework that will mash up some characteristics in designing an organizational strategic performance framework. The output is a conceptual performance measure framework for a typical decision-making application for organizational strategic performance management dashboarding.

Integrating organisational and individual performance management systems for improved foster care service delivery

Despite efforts by the South African government to manage public sector performance, the Department of Social Development (DSD) is facing lawsuits for failing to provide public value to the foster care placement beneficiaries. This article examines the integration of organisational and individual performance management systems to enhance foster care service delivery in Waterberg District, Limpopo Province, South Africa. A parallel convergent mixed‐method research design was adopted, and drew on the principal component analysis (PCA) and thematic analysis to analyse the impact of integrating organisational and individual performance management systems amongst social workers. The PCA findings accentuate the significant role of strategic human resources management, work experience and performance management delivery systems. Furthermore, performance targets as critical elements to enhance effective foster care service delivery in South Africa is highlighted. In complementing the PCA findings, the thematic analysis attributed the failure to manage and address the challenges associated with the backlog in foster care by the DSD as a consequence of misalignment between strategic intent, workforce and internal integration between different programmes at the operational level, in particular between social work and community development programmes. Peer review procedures should be designed to enhance the effectiveness of the performance management deployment system. Consequently, strategic human resource management practices should correspond with the department's resources and needs to enhance performance and service quality.

A Linear Programming Based DEA-PROMETHEE Approach for Performance Evaluation

Companies follow their objectives with some critical success factors (CSF), and they know their bottlenecks and strong points. This provides decision support for them, but this method ignores overall performance and ranking issues. In this study, a comprehensive methodology is recommended to find out an effective solution to the performance evaluation problem for making strategic performance management. Two methods are used from different areas as a framework. To select the higher-performing departments, Data Envelopment Analyses (DEA) is used as a linear programming-based main method. Moreover, a Multi-Criteria Decision Making (MCDM) method is proposed, Preference Ranking Organization Method for Enrichment Evaluations (PROMETHEE), to increase the discrimination power of DEA and eliminate undesirable results because of determining weight bounds. These two methods are combined, and a comprehensive solution model is presented in the study. In the end, a case study is given for a real-life example, an integrated DEA-PROMETHEE method is applied to the case. When the case results are examined, the proposed model produces more logical weight values and better results.

Analysis of Balanced Scorecard Implementation as Performance Management System at Deputy for Law Enforcement – Indonesian FDA

Deputy for Law Enforcement (Deputy IV) is a strategy for strengthening the Indonesian FDA (BPOM) in responding to future law enforcement challenges that have functions and duties of the regulation and comprehensively eliminate crime in the Drug and Food sectors. They required a well-planned strategic plan to carry out their tasks and responsibilities, including a performance management system based on the Balanced Scorecard (BSC) approach. This research aims to evaluate the effectiveness of Balanced Scorecard (BSC) implementation at Deputy IV. The qualitative descriptive methodology was used in this research, analyzing primary data sources obtained through interviews with internal stakeholders. The result shows that there are essential factors on each system performance evaluation category such as integrity, commitment, responsibility, strategy map, key performance indicator (KPI), cascading, valid and balanced measurement, realistic target, individual and objective alignment, cascading, human resources, budgeting process, strategic planning process, data collection, and reporting. The recommendation, Deputy IV must be maintained the essential factors of BSC implementation to improve their future performance. This research is intended to assist public officials as policymakers in strategic planning and performance management evaluation.

Scoping review of balanced scorecards for use in healthcare settings: development and implementation

ObjectiveBalanced scorecards (BSCs) were developed in the early 1990s in corporate settings as a strategic performance management tool that emphasised measurement from multiple perspectives. Since their introduction, BSCs have been...