Strategic Performance Management System Research Articles

Reflections on the Construction of Strategic Performance Management System in Chinese Manufacturing Enterprises

In the surge of global economic integration, China's manufacturing industry is poised at the forefront of a transformational upgrade. Beyond the hum of production lines, the vital pulse lies within the robust rhythm of Strategic Performance Management Systems (SPMS). Yet, studies indicate that despite China's manufacturing sector advancing towards "intelligent manufacturing" and innovation, there are numerous areas within strategic performance management systems that urgently demand enhancement. In the coming years, for China's manufacturing industry to secure higher value positioning within the global supply chain and assert dominance in niche markets, it must seize the nerve center of strategic performance management. Confronted with a series of challenges including slowing growth, rising costs, and tightening environmental regulations, manufacturing enterprises urgently need to construct an efficient and precise performance management system. However, in reality, many enterprises still exhibit a weak strategic execution, lacking a systematic performance orientation and employee incentive mechanisms, often resulting in a disconnect between strategic objectives and performance management. The factors affecting the effective implementation of strategic performance management within enterprises are intricate. Internal factors primarily encompass the rigidity of corporate culture, bottlenecks in leadership style and employee engagement, as well as hindrances in information sharing and communication mechanisms. External factors involve the volatility of market environments, unclear policy directions, and intensifying international competition. The formulation of a comprehensive performance management system undoubtedly holds profound significance for optimizing resource allocation, reinforcing core competitiveness, and enhancing strategic responsiveness.

Institutional isomorphism and performance management: exploring the linkage and relationship in English social housing

This paper investigates institutional isomorphism within English social housing through the theoretical lens of strategic performance management. By employing a multiple case study analysis, we uncover how external isomorphic pressures are sensed within the organization as a strategic dissonance through its strategic performance management system. Housing Associations (HAs) need to respond to these ‘sensed’ external changes by adapting their internal strategic performance management, which are then measured and reported in a rapidly changing external environment. We argue that by focusing on changes in managing performance, organizational performance can become a lens by which the internalization of isomorphic pressures in social housing can be studied. A conceptual framework for social housing has been developed to study how HAs manage their performance in a rapidly changing context.

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.

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.

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.

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.

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.

Investment Perspectives in Human Resources Management and Its Contribution on Organizational Performance and Competitive Advantages

Abstract
 The dynamics of business environment signed by the volatility, uncertainty, complexity and ambiguity (VUCA) is urging organizations to rethink and redefine their business strategies and the source of their performance and competitive advantage. Human resources (human capital) hold the most important role in achieving organizational goals through the alignment of human capital investment and the organizational strategy. This article investigates on how the organization manage and align the investment in human resources (human capital) with the strategy of the organization and does investment in human capital have impact to the organizational performance and contribute to the creating value and competitive advantages of the organization. Based on the literature reviews and previous researches, we found that the alignment of investment in human resource (human capital) and organizational strategy is mediated by strategic performance management system namely Balanced Scorecard. The investment in human resources (human capital) has positive impact on organizational performance. Finally, The investment in human resources (human capital) has positive contribution to value creation and competitive advantages of the organizations.

The Balanced Scorecard (BSC) as a Multidimensional Performance Measurement System Tool: Case the Company of Algeria Post

This paper aimed to clarify the role that the Balanced Scorecard (BSC) as a performance measurement tool in the company of Algeria Post. The BSC is a strategic performance management system, has been proven suitable for the public sector as the financial aspect is not their only concern. The BSC is « A multidimensional performance measurement system that should serve as decision support for managers. It includes indicators of progress and delay as well as internal and external indicators. It organizes the measures in a coherent system around four balanced perspectives: financial perspective, customer perspective, internal process, learning, and growth ». (Kaplan. S & Norton, 2004, P186). This study focused to improve the company of Algeria Post overall performance, the management control systems established should be re-evaluated and its tools should be improved to ensure reactivity in the decision-making and the measuring of the company performance. Our work consists of proposing a new approach to the performance management system for the model of the BSC as a performance measurement tool in the company of Algeria Post. The purpose of this article is to answer the main question of the study: should the company rely on the balanced scorecard as a performance measurement tool to achieve its strategic goals? First able, we counted on the stages of scientific research by gathering information about the company of Algeria Post, after that to conduct our study, we opted for a qualitative approach, using documentary research, interviews, and observation as tools for data collection. In the course of our designing of the proposed model of the BSC for the company. During our design of the proposed model of the balanced scorecard for the company we decided to follow a specific methodology to obtain the desired results taking into account the governmental nature of the organization of the company’s. We deemed it necessary to apply a public sector BSC model, using a top-down principle from (Kaplan and Norton, 2014) combined with the implementation procedures described in the theoretical side by (Alain Fernandez, 2013). It is noted that through the performance indicators of the customer perspective that the company realized some respectful objectives, but most of them are short lived ones, simultaneously, the internal processes perspective was the most performing by focusing on improving the quality of electronic services and the commercial network as a whole.

Implementing Strategy in Higher Education – A Case Study

Strategy execution has gained relevance among not-for-profit, governmental, and hybrid organizations. Management accounting offers comprehensive Strategic Performance Management Systems, such as the Balanced Scorecard, that can be supported through tools like target costing and quality management. Specifically, this case displays how random cost reductions in a medical faculty may be in conflict with the expectations of employers, the mission of an institution in higher education, and intentions of regulators. This study can be used as an instructional exercise in graduate and executive education in the fields of operations, strategy, health care, and accounting.

Target costing in electronics manufacturing – A case study

Target costing can constitute an integral part of new product development (NPD). Insights gained on the corresponding product can be the foundation of its market strategy, which again can be implemented using a Strategic Performance Management System (SPMS). This case study illustrates how TC and a Balanced Scorecard support the division head of an electronics manufacturing company in achieving their profitability goals. Specifically, it draws attention to adverse behavioral effects when the BSC does not fully reflect existing cause-and-effect relationships. The case may be utilized for instructional purposes in graduate/executive education.

The Strategic Performance Management System in Selected Philippine National Government Agencies: Assessment and Policy Recommendations

This study assessed the Strategic Performance Management System (SPMS) based on a systematic review and synthesis of its implementation in selected Philippine national government agencies, specifically the Department of Interior and Local Government, the Department of Education, and the Commission on Higher Education. It provides an overview, discusses the cultural and administrative context, summarizes previous assessments done from 2013 to 2017, and offers recommendations. Overall, SPMS is theoretically viable but has several flaws preventing effective implementation in these agencies. To mitigate adverse effects, SPMS should be redesigned to appeal to intrinsic motivators and focus on individual improvement. Performance management processes should be streamlined, and a more agile methodology adopted. In the long term, the SPMS should be updated over time so that it aligns well with Filipino culture and the goals of the Philippine bureaucracy.

Performance Management System as Predictor of Organizational Effectiveness

Performance management is a concept in the field of human resource management and it is a continuous process of identifying, measuring and enhancing the performance of the individual employee and aligning performance with the strategic goals of the organization. The general objective of the study aimed to monitor and evaluate the effectiveness of the enforcing of the Strategic Performance Management System of the administrative employees of Mindanao State University. The research methodology employed in this study is discussed under the following sub-headings: research design, sampling procedure, measurement of variables and instrument design, data collection method, questionnaire design, pilot test, and data analysis. The majority of the administrative staff of Mindanao State University are satisfied with the Performance Management System but they have some issues regarding the reinforcement of low performance. By analyzing the discussions, it was concluded that there is a need for authentic praise and meaningful criticism. If a head gives proper feedback, it can give better results. Keywords : performance management system, effectiveness of the implementation, employees performance

Creating a mindful organisation by redefining PMS in police organisations: a balance scorecard approach

In order to orient police towards their respective key result areas, it is essential to implicate an innovative approach in facilitating the performance dynamics of policing so that a mindful organisation can be created. Therefore, this paper aims to propose an innovation in the working style of the policing by exploring the scope of strategic performance management system through the BSC intervention. The study is conducted to propose the strategic changes in the system by identifying the grey areas in the prevailing process with a recommendation to explore the scope of adoption of BSC in policing. Descriptive cross sectional research design is used for the study. Self developed questionnaire was administered to collect the primary data from 300 respondents including gazetted and non-gazetted police personnel. Stratified and quota sampling techniques were used. Two hundred twenty-nine questionnaires were found complete in all respect (with a response rate of 76.3%) and were thus made part of the study. Data was analysed using non-parametric techniques. It was found that, there is a discrepancy among the satisfaction level, expectations and perception of police personnel with respect to performance management system revealing the need for strategically aligned PMS for the department.

Creating a mindful organisation by redefining PMS in police organisations: a balance scorecard approach

In order to orient police towards their respective key result areas, it is essential to implicate an innovative approach in facilitating the performance dynamics of policing so that a mindful organisation can be created. Therefore, this paper aims to propose an innovation in the working style of the policing by exploring the scope of strategic performance management system through the BSC intervention. The study is conducted to propose the strategic changes in the system by identifying the grey areas in the prevailing process with a recommendation to explore the scope of adoption of BSC in policing. Descriptive cross sectional research design is used for the study. Self developed questionnaire was administered to collect the primary data from 300 respondents including gazetted and non-gazetted police personnel. Stratified and quota sampling techniques were used. Two hundred twenty-nine questionnaires were found complete in all respect (with a response rate of 76.3%) and were thus made part of the study. Data was analysed using non-parametric techniques. It was found that, there is a discrepancy among the satisfaction level, expectations and perception of police personnel with respect to performance management system revealing the need for strategically aligned PMS for the department.

Impact of Strategic Performance Management System on Employee’s Work Effectiveness

This study examined the SPMS or also known as Strategic Performance Management System and how it could impact and actuate public officials on performing productively and efficiently, delivering optimum quality and excellent public service. The researcher conducted the study through a household drop-off survey from 65 respondents. Questionnaires designed by Capadosa (2013) and Othman (2014) were modified and adapted as the gathering instrument. Descriptive statistics such as frequency and percentage method were applied in the determination of the socio-demographic profile of the respondents. Findings of this study suggested that the employed evaluation scheme must be frequently reviewed and improved to relay quality work–life balance through fostering high-level engagement, motivation, and career opportunities. The organization must also be able to observe on how this performance appraisal system plays a vital role on indulging a culture of an engaged and motivated workforce, through the substantial elements of rewards, recognition and empowerment, promotions, and productivity bonuses acting as motivating factors drawing individual potential towards performing effectively and productively. Keywords : strategic performance management system, performance appraisal, work effectiveness, motivation

Strategy Execution in Public Administration – A Case Study

Strategy execution has advanced to the area of not-for-profit, hybrid, as well as government organizations. The Balanced Scorecard (BSC) is a Strategic Performance Management System (SPMS) that lays a distinct focus on aligning strategic initiatives with non-financial indicators. This case study of a city hall addresses behavioral resistance against SPMS, as well as several technical pitfalls in its implementation. The target audience are experiences students, and the didactic approach is a flipped classroom. Students are being presented with solutions that intuitively make sense, but have severe flaws once they check the consistency of these suggestions with the theoretical concepts and the empirical evidence of the listed sources.

경영전략과 경영혁신기법이 전략적 성과관리시스템과 경영성과에 미치는 영향

경영전략과 경영혁신기법이 전략적 성과관리시스템과 경영성과에 미치는 영향

Strategic performance management in local governments in the Philippines: work and rating challenges

Since 2012, the Philippine Civil Service Commission has required all local governments to have a strategic performance management system (SPMS) as a central element of responsible and effective governance. In response, this note considers the SPMS experience of local governments in three cities, with a special focus on the work and rating challenges involved in selected areas of service delivery. It appreciates the nature and significance of the challenges, with insights being provided and conclusions reached about possible responses to them.

전략적 성과관리 체계가 대학 기술이전 효율성에 미치는 영향 : PSM－2단계 DEA 결합 모형을 중심으로

[연구목적] 대학에서 제3의 역할로 인식되어왔던 경제적 역할이 점차 중요해지고 있다. 대학이 창출한 연구 성과들이 기존 기업 및 신생 기업에 이전되어 지역혁신체계의 혁신 원천으로 부각되었기 때문이다. 하지만 대학의 경제적 역할에 대해 조직적으로 수행하는 성과관리 체계가 기술이전 효율성에 미치는 연구는 거의 찾아볼 수가 없다. 따라서 본 연구는 전략적 성과관리 체계가 대학의 기술이전 효율성에 미치는 영향에 대해 연구하고자 한다.BR [연구방법] 기술이전은 크게 연구개발을 통해 특허를 창출하는 ‘기술 축적’ 단계와 기술이전활동을 통해 수익을 창출하는 ‘기술 확산’ 단계로 구분할 수 있다. 본 연구는 기술이전 단계별 효율성 분석을 위해 대학정보공시센터에서 제공하는 대학별 공시자료를 사용하여 2단계 DEA를 실시하였다. 또한, 외부 요인의 통제와 표본 선택 편의를 제거하고자 2단계 DEA 수행 전에 PSM을 실시하였다.BR [연구결과] 분석결과, 기술 축적 단계에서는 전략적 성과관리 체계를 확립한 대학이 그렇지 못한 대학보다 효율성이 낮았으나, 기술 확산 단계에서는 효율성이 높게 나타났다. 전략적 성과관리 체계를 확립한 대학은 기술 축적 단계에서 무분별한 특허출원을 지양하고 상용화하여 성과를 창출할 수 있는 양질의 지재권 확보에 집중하는 한편, 기술 확산 단계에서는 기술이전 전담부서를 통해 기술정보의 관리, 기술 마케팅, 중개 협상 등을 전략적으로 지원하여 기술이전 효율성을 높인다.BR [연구의 시사점] 본 연구는 대학도 기술이전 분야에 전략적 성과관리 체계를 수립하여 기술이전 효율성을 높일 수 있다는 것을 보여준다. 즉, 기술이전 효율성을 제고하기 위해서는 기술 축적 단계에서부터 전략 연계성을 강화해야하며, 전략 맵 구축 등을 통한 TLO조직과 연구자 간 원활한 의사소통 체계를 확립해야 한다.