Strategic Performance Management Research Articles

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.

Chinese high-tech foreign direct investments in the EU – trends and policy responses

This paper aims to examine the trends of Chinese high-tech acquisitions in the EU countries, describe the policies that these acquisitions prompted on the level of member states and the EU, and analyze the effects of these policy responses. The results of the research review clearly show an increasing number of takeovers of European companies in the high-tech sectors, especially in the big member states such as Germany, France, or the UK. This created a backlash from the European policymakers that led to an introduction of tighter screening regimes in many EU member states and the creation of a common EU framework for FDI screening and its strategic management. At this point, it is hard to evaluate the complete effect of this new framework, but it must be concluded that 82 percent of the Chinese strategic acquisitions made in 2018 would fall under at least one criterion of the new EU framework. The findings of this paper provide sound recommendations for the EU countries and their public authorities targeting to control Chinese outward foreign direct investment (OFDI) and limit the acquisition of local companies in sensitive industries. On the other hand, the coming recession may put at least a temporary halt on Chinese acquisitions of the European companies. Acknowledgment This paper is the partial result of the GAAA – Grantová agentura Akademické alliance grant project No. GA/6/2019 – Strategic Performance Management of Companies and Multinational Corporations in the Context of Globalization and Sustainability.

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

PurposeThis study aims to explore the mediating role of strategy. First, we examine whether strategy mediates the relationship between competitive pressure and SPM. Second, we examine whether the strategy mediates the relationship between stakeholder pressure and SPM.Design/methodology/approachThis study is designed as a quantitative study by utilizing partial least squares structural equation modeling (PLS-SEM) in order to test the hypotheses. A mediation model for the research framework was developed to investigate the mediating role of strategy.FindingsUsing a sample of 546 managers from higher education institutions (HEIs) in Indonesia, the results show that both competitive pressure and stakeholder pressure have a positive direct effect on SPM. Strategy fully mediates the relationship between competitive pressure and SPM and strategy also partially mediates the relationship between stakeholder pressure and SPM. The findings suggest that the management of the HEIs in Indonesia needs to accommodate the dynamic trends in the competitive environment and the stakeholder’s interests when they develop the strategy used. They need to build a reliable SPM to effectively execute the strategy.Research limitations/implicationsThis study has the following limitations: (1) the use of PLS-SEM may raise the issue of causality; (2) this study focuses only on the antecedents of the SPM, and therefore future studies should investigate the consequences of the SPM on other variables; (3) this study is context-specific for Indonesia and caution should be used when generalizing it to other countries; (5) this study employs the primary data that may raise the issue of perception bias, and therefore future studies should try to develop proxies of variables using secondary data.Practical implicationsThis research provides a comprehensive understanding of the management of HEIs who wants to enhance their SPM. This suggests that management needs to verify the role of strategy. In the era of global competition in higher education, management needs to start from the dynamics of competitive intensity and stakeholder interest. Competition and cooperation need to be considered in their strategies if they want to survive in the higher education industry. Finally, management must be aware that they are now assessed using quantitative indicators, standardized processes, and algorithms, and therefore they need to have a more reliable SPM.Social implicationsAs the global competition increases in higher education, this research provides a model on how to improve the good university governance involving the strategy and the SPM. Higher education plays an extremely important role in society. This study provides a model that can be used by society to have better control of the HEIs by demanding improved good governance. This research provides empirical evidence of the importance of the strategy and the SPM. The society will get more benefits in terms of improved transparency, accountability, fairness, and responsibility of the HEIs.Originality/valueThis is the first study that explores the links between competitive pressure, stakeholder pressure, strategy and SPM in Indonesian HEIs. It provides empirical evidence in the HEIs research setting for the industry/organization (I/O) theory of competitive advantage which focuses on the external factors. It also supports the resource-based view (RBV) model of competitive advantage which focuses on internal factors.

New Perspectives in Developing the Balance Scorecard Concept

Abstract The main role for researchers and organizational theorists is to translate their statements and principles into practical tools applicable in the management activity. Sometimes, these tools used in managerial practice are not rigorously developed and applied, some eventually contradicting the initial assumptions. However, most of the times, the concepts go through a natural cycle of developing, harmonizing and refining their own statements and demonstrations, with the support of the authors and / or other researchers. Also, the manifestation in management of any action that claims the increase of the performances in the financial or non-financial fields must be accompanied by a set of measuring and evaluation tools. Robert Kaplan and David Norton are best known as the originators of the Balanced Scorecard (BSC) concept which adds to the managerial equation the imperative necessity of aligning the individual and organizational effort with the organizational vision and strategic objectives, in a whole defined by four perspectives: financial, customer and stakeholder, internal processes and organizational capacity of learning and growth. Balanced Scorecard is a concept used in private and public sector organizations, used to point / highlight the vision, missions, strategic goals of an organization, to evaluate the performance of strategic management and to be used as a tool as well effective internal communication. Over the time, like any other concept in the field of social sciences, BSC goes through a continuous process of adaptation and improvement of its own statements, methods and tools.

Integrating human capital into corporate strategic performance management Practical challenges and implications from the leader’s perspective

The increasing role of intellectual capital – and its key component, human capital – in corporate value creation has been one of the most discussed topics in performance management studies in the last three decades. Many scholars and practitioners agree that these critical intangible strategic resources must be monitored and effectively managed at the firm in order to achieve corporate performance targets and execute strategy successfully. Integrating human capital into the strategic performance management system is not a simple exercise though as various organizational factors must be managed consciously on the way. This longitudinal case study research is focusing on the role of leadership on how human capital is integrated to strategic performance management, by analyzing various data at a leading financial service provider for more than 10 years. During this period the senior leadership was changed, which had a significant impact on both the perceived importance of human capital as well as the way how it was integrated to strategic performance management at the specific organization. ------ Az intellektualis tőke – valamint az annak kulcselemet jelentő human tőke – a vallalati ertekteremtesben betoltott megnovekedett szerepenek kerdese az elmult 30 ev teljesitmenymenedzsment-szakirodalmanak egyik leggyakrabban targyalt temakore. Szamos kutato es gyakorlati szakember egyetert abban, hogy ezeknek a kulcsfontossagu nem targyiasult strategiai erőforrasoknak a merese es hatekony menedzsmentje kulcsfontossagu mind a vallalati teljesitmenycelok elerese, mind pedig a strategia sikeres megvalositasa szempontjabol. A human tőke strategiai teljesitmenymenedzsment-rendszerbe valo beepitese azonban korantsem egyszerű feladat, hiszen szamos szervezeti kihivassal kell szamolni a megvalositas soran. Ennek a 10 eves longitudinalis esettanulmany-kutatasnak a fő fokusza annak vizsgalata, hogy mikeppen hat a felső vezető vezetesi stilusa a fenti kerdesre egy hazai piacvezető penzugyi szolgaltato eseteben. A kutatasi időszak soran a felső vezetők cserelődtek a vizsgalt szervezetben, ami szignifikansan befolyasolta mind a human tőke eszlelt fontossagat, valamint annak megjeleneset a strategiai teljesitmenymenedzsment-rendszerben is.

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

Challenges to strategic planning in public institutions

PurposeA strategic plan is a document used to communicate an organisation’s goals and the actions needed to achieve those goals. Strategic planning in public organisations promotes timely decisions, enhances the management of limited resources in a more rational manner, improves service delivery and induces greater satisfaction of customers. The purpose of this paper is twofold: first, to critically examine the strategic planning challenges facing the Department of Telecommunications and Postal Services (DTPS), and how these impact organisational performance; second, to identify strategies that can be implemented to enhance strategic planning and performance management in the DTPS.Design/methodology/approachThis paper used a qualitative case study design with the aid of document analysis to provide insight into the research questions.FindingsThe paper concludes that public institutions such as the DTPS face a plethora of challenges that militate against successful strategic planning and implementation. A major challenge is resistance to change arising from a desire to maintain the status quo. This paper argues that it is important to promote strategic planning, and aligning organisational objectives with performance in public institutions.Research limitations/implicationsThis study is based on documentary research and therefore its findings may lack current findings that would have emerged from direct interviews.Practical implicationsThis research contributes towards efforts being made to make strategic planning and implementation effective and credible in public institutions especially in sub Saharan Africa.Originality/valueIn many South African public institutions, strategic planning is viewed as the work of top management, a misconception which compromises service delivery. In addition, strategic planning has been implemented as a direct attempt to inhibit poor budgetary planning and corruption in procurement systems, and in order to effectively manage public resources. There is a need for the department to conduct regular skills development programmes, uproot top-level bureaucracy, and increase innovation, monitoring and evaluation of organisational activities.

Strategic performance management for soccer clubs: A quantitative model proposal

Soccer has been a very popular sports industry all over the world. Since soccer clubs generate a huge income from a variety of sources, the stakeholders of the soccer industry have come to recognize that this business should be managed professionally, and this would entail all of the functions of management, including performance management. This study provides a comprehensive framework for the strategic performance management of soccer clubs. In order to be strategy-focused, to better serve their mission, and to improve their performance, the performance management systems of soccer clubs should be linked to their missions and visions. Therefore, this study elucidates the application of a strategic performance management tool, the balanced scorecard (BSC), to the different levels of soccer clubs such as giant, middle-level, and lower-level. The study also provides a quantitative BSC model as a case study.

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

Using System Dynamics for Strategic Performance Management in Construction

AbstractBalanced scorecard (BSC) and strategy maps (SMs) are among the most popular strategic performance management methods that have been proposed in the literature to define, analyze, and monito...

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.

Strategic Management in Finnish and Norwegian Government Agencies

The purpose of this article is to analyse the design and implementation of strategic planning and performance management in governmental agencies in two Nordic countries, Finland and Norway. Nordic countries are an interesting study from a comparative perspective because while they are commonly assumed to have been high-intensity new public management reformers, they are also commonly assumed to have a distinct public management tradition. Moreover, these two countries are interesting to study because within the Nordic public management tradition, Finland and Norway specifically represent two different public management traditions. Finland belongs to the Eastern Nordic public management tradition, with an emphasis on decentralisation and agency autonomy, while Norway belongs to the Western Nordic public management tradition, with an emphasis on hierarchical governance, and hence, much performance management and reporting. Therefore, we expected to find more decentralised strategic management and an emphasis on evaluation in Finland, and more central, planning-like strategic management and reporting in Norway. Our comparison shows that both countries had mandatory strategic planning and utilised decentralised strategic planning in government agencies. The stronger legal orientation in the public administration in Finland, however, made strategic changes more complicated in Finland than in Norway.

Performance Budgeting in Context: An Analysis of Italian Central Administrations

The impact of financial austerity in many countries and the need to set the direction for governments have radically changed several aspects of Public sector management (Rubin and Willoughby 2014; Anessi-Pessina et al. 2016). A central component of this effort to transform public management involves using strategic planning and performance measures for budgeting decisions (Joyce 1997). Over the last decade, there has been an increase in the use of performance budgeting at the national as well as at subnational and local level, with varying approaches and results across countries (Bleyen et al. 2017; OECD 2017). This article analyzes the dynamics of strategic planning and performance management practices in relation to the budgeting processes in the context of the Italian central government, with the aim of evaluating whether a predominant integration model is apparent in relation to those used in different countries at the OECD level. Starting in 2009, reforms concerning the implementation of performance management tools in the Italian public sector have been promoted and revised, although the need to fully integrate the performance and budgeting processes looks urgent. Based on data from Italian Ministries, this article analyzes the type of relationship and the degree of coherence between adopted strategic plans and budgets. The results show the persistence of a prevalent misalignment between planning and budgeting. Data that were collected from the analysis of strategic plans and budgets from ten Ministries depict a patchy situation, in which some ministries integrate the processes defining a consistent and comparable model, while some others do not. In the conclusions, areas for improvement of the process are identified, while providing policy implications.

경영전략과 경영혁신기법이 전략적 성과관리시스템과 경영성과에 미치는 영향

경영전략과 경영혁신기법이 전략적 성과관리시스템과 경영성과에 미치는 영향

STATUS QUO AND FUTURE DIRECTIONS OF FACILITY MANAGEMENT: A BIBLIOMETRIC – QUALITATIVE ANALYSIS

Facility management (FM) has received extensive attention from practitioners and researchers. While FM is continuously maturing as a scientific discipline and relevant studies are constantly growing, there are no holistic reviews of current research. The information in previous studies is generally scattered, and existing literature reviews mostly focused on specific aspects of FM. It is necessary for researchers and practitioners to obtain a thorough view of the current status in the FM field and future development trends that have been summarized and discussed in depth. Using a bibliometricqualitative analysis, a total of 724 academic journal papers on FM, between 1995 and 2018, were reviewed. A number of the latest advancements and emergent trends were identified based on knowledge maps in FM, including changing circumstances, enhancing information technology, all-around facility manager, strategic performance management, sustainable FM and innovative FM practice. It is hoped that this review can help researchers understand the current body of FM knowledge. The future directions were also highlighted in this study to help researchers identify areas where research is most needed. This study could also help practitioners to address upcoming challenges in the FM field.

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.

A critical review of theoretical aspects of strategic planning and firm performance

In this paper we examine the reasons and justify the striking interest being taken by researchers and managers on strategic planning, but also the limits of those principles, some intrinsic others that can be overcome by an integration with tradition. A framework which attempts to relate the constituent elements that distinguish the two main strategic theories and shows that both must be considered for strategic planning and performance management is provided

A Strategic Performance Management Framework: A Hypothetical Hotel Case

Tourism industry with its unique and different characteristics requires new or adopted performance management models and frameworks for better managed hospitality companies. Thus, this paper offers a framework that can be used by hospitality companies when they configure out performance management system for their businesses. This paper reviews the articles on strategic management, operation management, and performance management from tourism and hospitality and mainstream literature and proposes a framework developed with the notions of system approach. A conceptual framework is provided which shows the relationships of three systems, namely strategic management system (SMS), operation management system (OMS), and performance measurement system (PMS). Being a conceptual framework, it needs to be applied in different type of hospitality companies to display the usefulness of it. Suggested framework may help managers of tourism and hospitality businesses in their efforts of building strategic, operation, and performance management systems that work in congruence. Although there are studies related to each three main systems separately, no attempt seen in the literature to study the relationships of three systems either holistically or partially with their sub-systems. Researchers could use this framework as a template for further studies.