Strategic Performance Management System Research Articles

Web-Based Strategic Performance Management System for State Universities and Colleges (SUCS)

Strategic Performance Management System (SPMS) aims to facilitate improvement on how management determines the performance of employees. The system is designed to develop a centralized tool to create, supervise, and monitor the performance of employees and heads of offices who are both teaching and non-teaching staff through the completion of their Office Performance Commitment Review (OPCRs) and Individual Performance Commitment and Review (IPCRs). The system used the Rapid Application Development (RAD) methodology of developing the project. It is a development lifecycle designed to give faster development and higher-quality results than those achieved with the traditional lifecycle. The prototype development process consists of a series of design and builds steps in which the users have the opportunity to fine-tune the requirements and review the resulting software implementation. In addition to the tested software, construction stage deliverables include documentation and instructions necessary to operate the new application, routines, and procedures needed to put the system into operation. The web-based SPMS is user-friendly which means the suggested forms for organizational and individual commitments and performance are similar and easy to complete. The office, division, and individual major final outputs and success indicators are aligned to cascade organizational goals to individual employees and harmonize organizational and staff performance ratings.

The interplay between strategic risk profiles and presentation format on managers' strategic judgments using the balanced scorecard

Managers are increasingly aware that strategic judgments need to be made in the context of risk assessments. It has been proposed that strategic performance management systems, such as the balanced scorecard (BSC), offer a useful framework for integrating strategic risk and performance information to provide managers with a more comprehensive overview of their strategy. In this study, we conduct an experiment to investigate whether integrating strategic risk information in a BSC affects managers' responses to different strategic risk profiles when making strategy evaluation and recommendation judgments. Specifically, we provide strategic risk information either as a stand-alone list (a stand-alone approach), or incorporated in a BSC (an integrated approach). We also vary the risk profile of the strategy provided, by manipulating whether the strategy has relatively higher risks associated with performance drivers (high performance driver risks) or relatively higher risks associated with performance outcomes (high performance outcome risks). Our results show that managers make less favorable strategy evaluation and recommendation judgments with high performance driver risks than with high performance outcome risks when strategic risk information is integrated in a BSC, but not when the strategic risks are presented as a stand-alone list. While we find a significant difference in strategic risk profile effects between the two presentation formats for strategy recommendation judgments, this difference is not significant for strategy evaluation judgments. Overall, our study shows that how organizations choose to combine the reporting of strategic risk and performance information is important for managers making strategic judgments.

Strategic performance management system in uncertain business environment

PurposeBusiness performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry.Design/methodology/approachBased on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry.FindingsThe finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness.Research limitations/implicationsThe research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings.Practical implicationsThe validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation.Social implicationsThough it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives.Originality/valueThis is an original work carried out by the authors. The validated model along with interpretation is presented.

Strategic Performance Management System and Corporate Sustainability Concept - Specific Parametres in Slovak Enterprises

Strategic Performance Management System and Corporate Sustainability Concept - Specific Parametres in Slovak Enterprises

중소제조기업의 경영전략과 전략적 성과관리시스템의 연계성이 경영성과에 미치는 영향

중소기업에 있어서 미션과 비전의 설정을 바탕으로 한 전략의 수립과 이에 근거한 전략적 성과관리시스템의 설계에는 자원의 제약으로 인한 결핍이 존재한다. 이러한 제약이 존재하는 환경에서 기업의 지속성과 발전을 위해서는 기업이 설정하고 있는 전략유형에 대한 고찰을 바탕으로 한 전략의 수립이 매우 중요하다. 본 연구의 구체적인 목적으로는 첫째, 전략유형이 조직경영성과에 영향을 미치는지와 전략유형의 강도에 따른 전략경영성과의 차이가 존재하는지로 설정하였으며, 두 번째 목적으로는 성과측정시스템이 경영성과에 영향을 미치는지와 사용정도에 따른 경영성과의 차이가 존재하는가이며, 마지막으로 전략유형과 성과관리시스템간의 상호작용에 의한 효과가 있는 지를 검증하였다. 본 논문에서는 이와 같은 분석을 위하여 대구 경북지역의 중소기업을 대상으로 전략유형을 분류하고 이에 적합한 전략적 성과관리시스템을 설계함으로써 기업의 경영성과 개선을 가져올 수 있는지에 대하여 연구하였다. Medium and Small Firms have faced complex and dynamic environments that have been attributed to increases in the globalization and competitiveness of the global economy. To success in this environments, Medium and Small Firms should set up management strategy and introduce strategic performance management system. And, the strategic performance management system are modified to fit in management strategy. The purpose of this study is to find out firstly, whether management strategy types affect the organizational performance and the intensity of the types makes a difference on the performance and secondly, whether the evaluation system or the degree of utilizing the system affects the organizational performance and finally, whether the interaction between management strategy types and strategic performance management system makes a significant influence on the organizational performance. In this paper, we categorize the type of strategy for Medium and Small Firms in Gyeongsangbuk-do and Daegu areas, and study whether Firm's performance can be improved by designing appropriate strategic performance management system.

Performance Management System in Action, Survey and Questionnaire Finding in Higher Education in Bahrain

This paper focus on performance management system in practice based on survey and questionnaires and supported by literature work. Ever since the establishments of these higher education institutions, little has been done regarding administrative rules and policies on the use of performance management system and practices. Thus, it became compulsory to assess the current system and consider performance management system as one of the important parts. This entails enhancement of the existing performance management system in the above-mentioned selected higher education institutions. The performance management system is expected to standardize the correct method in the system of promotion, and give incentives and rewards to administrative officers and employees in the higher education institutions on a yearly basis. Thus, this research study was conducted to determine the level of adequacy of the present performance management system as a basis of promotion and rewards in the five selected higher education institutions in Bahrain. This study aims to conduct a performance management system audit of selected higher education institutions in Bahrain towards a strategic performance management system. Specifically, the study addresses the following: What is the profile of these selected five higher education institutions operating in Bahrain’s performance management system in the areas of: Demographic profile; Vision, mission, value and strategy; Organization and structure; Employees, talent management, leadership development; Employee relations; Staffing; Continues education program; and Performance management? To what extent do respondents correlate significantly in their perceptions? What are the strengths and weaknesses resulting from the respondents perceptions on the PMS profiles? Based on the findings, what strategic PMS is applicable to the selected higher education institutions? The study aimed to audit the Performance Management System of Higher Education Institutions in the Kingdom of Bahrain towards a strategic performance management system. The descriptive method of research was used in this study with prepared structured questionnaires as basis for the data needed in auditing the present appraisal tool used by higher education institutions. Two groups of respondents namely the administrative managers and administrative employees with the corresponding numbers of 150 each or a total of 300 were the respondents in this study. The study was conducted in the selected five public and private higher education institutions in the Kingdom of Bahrain. These selected higher education institutions are established, one of them a government and a prime institution of higher learning. This primer university was established in the late sixties during the integration of the Higher Education Institutes for male and female teachers into the system. These institutes later integrated with other colleges and formed into the primer government university. The other four higher education institutions were established in the late 1990s and 2000s and maintain their higher learning standards within the requirements of the Ministry of Education in Bahrain. This research environment was based on the current locations of these selected five higher education institutions within Manama and the neighboring towns in the state nation of Bahrain where most of the employees are diversified from the academic staff to administrative employees like Bahrainis, Indians, Pakistanis, Egyptians, western people, other Asian and Arab nationalities among others. Such diversities of people working in these selected higher education institutions made it unique to this study since all of these people are affected for whatever result the performance management system will provide to them. The demographic profile comprised age groups between 31 to 35; the respondents’ educational attainments; work experiences from 6 to 10 years, and number of years in their present jobs. The major areas studied were: Vision, Mission, Value and Strategy; Organization and structure; Employees’ talent management, and leadership development; Employee relations; Staffing, Continuous education program; and Performance management. The respondents received copies of the survey questionnaire through e-mail, postal system, or personal approach. The output of the research work served as a basis to derive a strategic performance management system model for higher education institutions in the Kingdom of Bahrain. Responses to the questions were tested at α = .05 or α = .01 where appropriate. Correlation analysis was used to test significance of associations of respondents’ responses. The weighted means were tested for significance using a t-test. To conform with international standards, only means that were at least 3.5 were accepted as strengths and means below 3.5 were considered weaknesses. The Statistical Package for Social Sciences (SPSS) software is used throughout the study to process the data.

Implementation issues and their impact on strategic performance management system effectiveness – an empirical study of Indian oil industry

Purpose – The paper aims to study the implementation issues and managerial practices impacting the success of strategic performance management system in Indian industry. It has been empirically validated in Indian oil industry. As number of companies adopting SPM has not been able to reap benefit of SPM implementation, a study has been conducted to find reasons in Indian industry. The findings are discussed, and implications for researchers and practitioners are provided in this paper. Limitations and suggestions for further research are also given at the end of the paper. Design/methodology/approach – From the literature review, research problem, critical implementation issues and dimensions of effectiveness of the SPM system have been identified. Accordingly research objectives and hypothesis have been designed and tested by conducting survey in Indian oil industry. The hypothesis that implementation issues are positively impacting the effectiveness parameters of SPM system has been empirically validated using univariate, correlation analysis and multi-variate analyses, t-test, F-test and regression analysis. The validated model has been presented. Findings – A number of critical implementation issues are positively impacting different dimensions of the SPM system effectiveness. SPM managerial/implementation issues such as the use of SPM by top management, selection of right and adequate performance measures, SPM implementation by champions, the use of SPM as a strategic tool, quality and flow of data, incentive scheme aligned with SPM and good organisational acceptance of SPM are critical implementation issues of SPM which affect different dimensions, viz., strategic alignment, strategic monitoring, financial, customer, internal process and learning objectives of the enterprise. Research limitations/implications – The objective was to study SPM implementation issues and its impact of SPM effectiveness. Indian oil industry being early adopters of the advance SPM methodology and tools, has been chosen for the study and empirical validation. The validated model provides a better insight on the linkages of SPM implementation factors with different dimensions of SPM to researchers and practitioners. The validated model can be help tool in SPM implementation, making SPM a success in driving performance improvements in the organisations. Though recommendations are general, a comparatively large sample size across different industries and sectors combining quantitative and qualitative study would further enhance the utility and reliability of the model. Practical implications – The validated model provides guidelines to practicing managers on critical implementation and managerial issues to be taken care of in the SPM system implementation. Originality/value – The research problem has been identified based on literature review. Research objectives and hypotheses have been framed and empirically validated. It provides insight of the effect of implementation issues on different dimensions of SPM effectiveness. The study has filled the research gap of such a study in Indian industries. The validated model provides guidelines to practitioners and researchers and contributes to the literature.

Strategic Business Performance Management System in Wood Processing Industry in Slovakia

Measuring and managing of business performance is a complex and difficult process, which at the present time passes through signifi cant changes in theory and practice. Previously used indicators, methods and models were mainly based on fi nancial indicators and methods of financial management. The problem of proving and relatively accurately quantifying the impact of financial indicators for the overall business performance in theory and practice of management has been fairly well solved. However, to identify and quantify the impact of qualitative non-financial indicators and methods of the management on the overall performance has so far been an issue that requires further scientific research in specific conditions of Slovak wood-processing industry. Based on statistical results of our research, wood processing industry enterprises should apply the selected methods and models of strategic business performance management. By applying the selected strategic methods and models, such as Balanced Scorecard, Business Intelligence, strategic planning and controlling, innovations and others, wood processing companies in Slovakia will achieve a better performance

A Strategic Approach to Performance Management in Banks: The Balanced Scorecard

This paper provides the literature with a theoretical background on implementation of the balanced scorecard on strategic performance management in banking industry. The main aim of this study is to reveal the Balanced Scorecard practices in the literature. Balanced Scorecard is a strategic performance management system that brought a holistic approach to the performance measurement which is the most important activity of an administration's control function. Moreover, this study contributes to the literature with examples from the different regions of the world. Findings show that it is more beneficial to prepare the balanced scorecard for the banks than to report financial performance only in terms of evaluating performance with a holistic approach. Normal 0 false false false TR X-NONE X-NONE

중소제조기업의 경영전략과 전략적 성과관리시스템의 연계성이 경영성과에 미치는 영향

Medium and Small Firms have faced complex and dynamic environments that have been attributed to increases in the globalization and competitiveness of the global economy. To success in this environments, Medium and Small Firms should set up management strategy and introduce strategic performance management system. And, the strategic performance management system are modified to fit in management strategy. The purpose of this study is to find out firstly, whether management strategy types affect the organizational performance and the intensity of the types makes a difference on the performance and secondly, whether the evaluation system or the degree of utilizing the system affects the organizational performance and finally, whether the interaction between management strategy types and strategic performance management system makes a significant influence on the organizational performance. In this paper, we categorize the type of strategy for Medium and Small Firms in Gyeongsangbuk-do and Daegu areas, and study whether Firm`s performance can be improved by designing appropriate strategic performance management system.

Strategic Performance Management Systems: Impact on Business Results

This study proposes and tests a model to explain the impact on business results of a specific type of information systems: Strategic Performance Measurement Systems (SPMS). Drawing from the literatures in management, information systems, and accounting, the model proposes that SPMS information technology (IT) variables, which include both technical characteristics and technical outcomes, affect business results. Those IT variables are, in turn, affected by SPMS system variables (information quality and system design). Finally, IT and system variables are affected by organizational variables related to information processing capabilities and requirements. Using path analysis, we found empirical support for the model by analyzing data from large-scale survey with a sample of 1,990 respondents. System effectiveness and Internet usage were the two IT variables found to have the most impact on business results. Furthermore, system design had a significant role in determining all IT variables that had an impact on business results.

Strategy Focused Schools: An Implementation of the Balanced Scorecard in Provision of Educational Services

The main mission of the educational institutions is to provide benefit and create the social values for the society. In order to ensure educational institutions to deliver their main mission, they should measure whether they have achieved their strategic objectives or not. While most of the main objectives of the businesses are financial such as maximizing the profits, however educational institutions’ prior performance objectives are not financial ones. Therefore, the performance management of the high schools as an educational institution should be based on nonfinancial performance perspectives. By bringing a comprehensive system to performance measurement, the balanced scorecard (BSC) may help educational institutions to motivate and evaluate the organizational performance. The BSC may be a suitable model to be used in public and non-profit organizations by defining the links between leading inputs, processes, and outcomes and focusing on the importance of managing these components to achieve the organization's strategic priorities. While the implementation of the balanced scorecard (BSC) in the different sectors is frequently seen in the literature, very few researches has been conducted concerning the application of the BSC in the education sector. In this study we will develop a BSC model for the high school in Turkey. First we will review the administrative structures, functions and the operations and the current performance measurement systems of the high schools. Later in the study we develop the perspectives of the school balanced scorecard and we define strategic objectives, performance measures relating to these objectives, performance targets for each measure and initiatives. In the study, we suggest that if high schools use the balanced scorecard as a strategic performance management system it may help them to be strategy focused and may better serve their missions.

Key Features of Strategic Performance Management Systems in Manufacturing Companies

The field of business performance measurement a management is developing quickly as response to global trends and changing roles of companies. There is no agreed viewpoint for an ideal performance measurement framework in literature, though many holistic systems have been developed. Within this context, presented paper focuses on investigation of the features, characteristics and roles of performance measurement systems in Czech large size manufacturing companies from two points of view. First is to identify and analyze the current form of performance management in selected companies. Second is to determine the features that have to be met in the future to design effective PMS. At this point it is necessary to emphasize that the main discussion is given to Czech large size manufacturing companies from both points of view. In order to fulfil these objectives, a method of case studies analysis is used.

Developing a performance management system using soft systems methodology: A Chinese case study

The economic crisis created major problems for a successful, hi-tech Chinese company – Tonsan. They already had in place a performance management system based around the balanced scorecard which worked successfully in times of growth and high demand. However, with the world downturn they suddenly found that their current system was not able to cope with the demands placed on it. The authors were called in and decided to design a new, strategic performance management system to overhaul all the key business processes. The approach taken to develop the PM system was based around Soft Systems Methodology (SSM), a well established systems-based approach to problem solving and organizational design. The methodology progressed from the development of key strategic objectives (using the BSC and strategy maps), through a structured decomposition of necessary organizational activities, the construction of key performance indicators, the specification of targets, to communication and future planning. It involved significant levels of participation and communication throughout the organization. The results were judged by senior management to have been very successful, and the company has grown significantly.

Tata Power Delhi Distribution Ltd: measuring beyond the metrics

Subject area The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process. Study level/applicability The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case. Expected learning outcomes The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process Supplementary materials Teaching notes.

Revitalising local democracy: A social capital analysis in the context of a New Zealand local authority

Abstract Using an exploratory case study, we assess whether markets and strategic performance management systems (SPMS) enhanced social capital of a local authority in New Zealand and its capacity to foster democracy. We found that SPMS enhanced the interaction among managers and between managers and residents and provided residents with opportunities to participate in local authority decision-making. Market forms of management however, promoted individualism and the pursuit of narrow departmental goals. There was increased control by managers and greater reliance on experts which diminished local people's participation (and the role of councillors) in local affairs. The pairing of contradictory discourses based on efficiency, markets and participatory democracy promoted an overly rational form of democracy inimical to a deliberative democracy. The relations between staff were in a state of continuous tension. The paper contributes to an understanding on how the interaction between the state and local authorities affects local authority social capital and the potential effects on community social capital and local democracy. This paper demonstrates a need for greater attention to the contest between different discourses in the construction and sustenance of social capital and the pursuit of democracy.

Developing and executing strategy: Using the balanced scorecard for alignment and accountability

The balanced scorecard is a strategic performance management system that charts the course and evaluates the strategic goals of an organization. Practitioners in the field of performance improvement are results focused, with efforts purposefully channeled toward achievement of successful outcomes for their clients. Using a systematic and systemic approach, performance improvement practitioners are uniquely qualified to guide their practice using a balanced scorecard as a tool toward achieving measurable and results-focused objectives.

Measuring the impacts of NGO partnerships: the corporate and societal benefits of community involvement

PurposeThis paper aims to address partnerships between corporations and non‐governmental organizations (NGOs) dedicated to corporate community involvement (CCI). It seeks to focus on how to measure both business and community benefits derived from CCI, especially stressing the need for developing indicators beyond the input level considering outputs and impacts.Design/methodology/approachThis paper follows a case study research strategy in a subsidiary of a multinational chemical and pharmaceutical company. Data collection is based on triangulation of data using interviews, action research, and documents.FindingsBased on the case study presented, it was found that, when CCI is an integral part of corporate strategy, it is also possible to develop advanced performance measurement systems for CCI. Such measurement systems include input, output, and impact level metrics for both community and business benefits. Community benefits are best developed and monitored in collaboration with the NGO partner. Further, it was found that the measuring frequency partly transcends conventional reporting periods.Practical implicationsThe research should motivate companies that engage in corporate community involvement to go beyond input‐level metrics in measuring the success of such initiatives. However, in order to successfully operate a performance monitoring on output and impact levels, partnering with an NGO that has greater capability in socio‐economic assessments is key.Originality/valueThis paper shows how NGOs can contribute to performance measurement as part of the strategic performance management system of a corporation and how this allows for metrics beyond common input‐level to address output or even impact‐level metrics.

Human capital measures, strategy, and performance: HR managers' perceptions

PurposeThe purpose of this paper is to report the results of a survey and interviews with human resource (HR) professionals to identify and better understand their perceptions and expectations of human capital measures' (HCM) content, links to strategy, and impact on performance.Design/methodology/approachThis paper relies on a quantitative analysis of survey questionnaires collected from 104 HR executives, as well as on a qualitative investigation using six interviews. Two types of HCM are derived using principal component analysis. One factor measures employees' work efficiency and cost consciousness (efficiency indicators), whereas the second factor measures employees' entrepreneurial and innovative capabilities (innovation indicators).FindingsThe results confirm the following hypotheses: first, according to HR managers, the more advanced a company is in the development of HCM, the higher the company's performance; and second, in companies following a differentiation strategy, HR managers are interested in innovation indicators, while in those following a cost reduction strategy, HR managers are interested in efficiency indicators.Research limitations/implicationsResults are based on a cross‐sectional study of HR professionals' perceptions. However, it underscores the critical role that HCM plays in delivering performance in the HR managers' opinion. It also shows that HR managers are conscious that HCM should be aligned with strategy.Practical implicationsBased on HR managers' perceptions, the paper suggests that HR professionals might invest more effort in creating and implementing their HCM to deliver higher levels of performance. It also implies that HR managers and management accounting and control systems experts have a common interest to collaborate when implementing HCM.Originality/valueThe paper demonstrates the importance of implementing human capital (HC) metrics into a strategic performance management system to deliver performance from a company's HC. It contributes to a cross‐disciplinary (HRs, management control, and strategy) perspective on HC strategy.

Causality and multidimensionality of strategic performance management systems: the impact on managers' satisfaction

This study analyses managers' (Chief Executive Officer (CEO)) satisfaction with strategic performance measurement systems (SPMS). The study investigates the effects of multidimensionality, causality and utilisation of performance measurement systems on managers' satisfaction. Therefore, we combine two research areas concerning information systems and management accounting. A survey sent to 350 CEOs collected empirical data from companies with 100-500 employees. The final response rate was 22.8%. The study uses partial least squares modelling for statistical analysis to test the hypotheses, and the empirical evidence supports three of the study's five hypotheses. Multidimensionality has more effect on satisfaction than causality. Causality has an effect on the utilisation of SPMS. The direct effects of multidimensionality on utilisation and of utilisation on managers' satisfaction are not statistically significant. Therefore, SPMS should have different features (multidimensionality and/or causality) depending on the target (e.g. improving utilisation of SPMS or user satisfaction).