The Cascading Subsystem of Key Performance Indicators in the Enterprise Performance Management System

2021 ◽  
pp. 704-715
Author(s):  
Valentina Moskalenko ◽  
Nataliia Fonta
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Key Performance Indicators ◽  
Performance Management System ◽  
Enterprise Performance

scholarly journals ENHANCING LECTURER’S “TRI DHARMA” THROUGH PERFORMANCE MANAGEMENT SYSTEM: A STUDY AT AN INDONESIAN PRIVATE UNIVERSITY

2020 ◽  
Vol 11 (1) ◽  
pp. 1-15
Author(s):  
Yuliani Rachma Putri ◽  
Syarifuddin Syarifuddin
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Private University ◽  
Key Performance Indicators ◽  
Strategic Communication ◽  
Performance Management System ◽  
Balance Score Card ◽  
System A ◽  
Score Card

For the last decades, Institution of Higher Learning (IHL) activities has become more complex. Competitive environment, technological advances, stakeholder and profit- oriented markets have demanded IHLs to facilitate broad areas of activities which require many resources ranging from human to technical. Thus, IHL’s managers as decision-makers faced the problems of finding the right performance measurement and the proper usage of Performance Management System (PMS) for measuring all of the performances especially for lecturers which measured by Key Performance Indicators (KPIs) known as “Tri Dharma”. Hence, this study aims to examine the use of performance management system at one faculty of an Indonesian private university. This research is the extended version from the paper presented on 3rd Icotic 2017, titled “A Study of Strategic Communication in Supporting the Performance Management System: A Case at an Indonesian Private University”. Using semi- structured interviews with 12 managers at the faculty, this study was examine how the PMS used to support lecturers in conducting the “Tri Dharma” activities by providing the guidance to reach the objectives and target of the institution. The qualitative evidence collected during the course of the research indicates that private university is now being highly competitive and it is very sensitive to changes in technology, student tastes and behaviours. In so doing, IHLs managers have to set up some suitable indicators to be measured through the Balance Score Card (BSC) as the PMS that allows faculty managerial level to translate their visions into collective visions that enhance all lecturers as teams to move in a shared-service and value-creating work. This PMS also used as a strategy map to guide with signposts and guardrails to construct and to motivate all lecturers to reach the KPIs also to maintain their performance in conducting “Tri Dharma” by linking the salary, increment, bonus to performance and make quarterly report to evaluate. Keywords: Performance Management System, Key Performance Indicators, Balance Score Card

scholarly journals Linking a performance management system and competencies: Qualitative research

2019 ◽  
Vol 11 (1) ◽  
pp. 51-67 ◽  
Author(s):  
Veronika Korenková ◽  
Ján Závadský ◽  
Marcin Lis
Keyword(s):  
Qualitative Research ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Business Performance ◽  
Key Performance Indicators ◽  
Theoretical Background ◽  
Performance Management System ◽  
Competency Based ◽  
A Performance

Abstract The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.

Management’s Perception of Key Performance Indicators for Vietnam Small and Medium Enterprises

2018 ◽  
Vol 34 (1) ◽  
Author(s):  
Ta Huy Hung
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Key Performance Indicators ◽  
Performance Management System ◽  
Sustained Competitive Advantage ◽  
Manufacturing Performance ◽  
And Performance

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs  and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs. Keywords SMEs, KPIs , Performance appraisal References Ahmad, M. M., & Dhafr, N. (2002). Establishing and improving manufacturing performance measures. Robotics and Computer-Integrated Manufacturing, 18(3), 171-176. Aylin Ates, Patrizia Garengo, Paola Cocca, Umit Bititci (2013), The development of SME managerial practice for effective performance management, Journal of Small Business and Enterprise Development, 20(1), 28-54Ayoup, H., Omar, N. H., & Rahman, I. K. A. (2012). Implementation of Balance Scorecard (BSC) in a Malaysian GLC: Perceptions of Middle Managers. Asia-Pacific Management Accounting Journal, 7(2), 99-126.Barney, J. (1991), ‘Firm resources and sustained competitive advantage’ Journal of Management, 17(1), 99-120Cagliano, R., Blackmon, K. and Voss, C. (2001).Small firms under microscope: international differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12, 469– 482.Corbett, L. M. (1998). Benchmarking manufacturing performance in Australia and New Zealand. Benchmarking for Quality Management & Technology, 5(4), 271-282. De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.Garengo, P., Biazzo, S., & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International journal of management reviews, 7(1), 25-47.Epstein, M. J., & Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Evans, N. (2005). Assessing the Balanced Scorecard as a Management Tool for Hotels, International Journal of Contemporary Hospitality, Management Accounting, 17, 5 : 376-390.Jakelski, D., & Lebrasseur, R. (1997). Implementing continuous improvement in the North American mining industry. Technological Forecasting and Social Change, 55(2), 165-177. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (1998). Multivariate data analysis (Vol. 5): Prentice hall Upper Saddle River, NJ.Lado, A. A., & Wilson, M. C. (1994), ‘Human resource systems and sustained competitive advantage: A competency-based perspective’, Academy of management review, 19(4), 699-727.Mai Thanh Lan (2016), Xây dựng các năng lực cho nhà quản trị cấp trung nhằm nâng cao năng lực cạnh tranh của doanh nghiệp, Tạp chí Kinh tế & phát triển, 225, 90-99.Lê Quân (2015), Lãnh đạo doanh nghiệp Việt Nam: Hội đồng quản trị; Ban điều hành; Khung năng lực; Thẻ điểm cân bằng; Chỉ số hoàn thành, NXB Đại học Quốc Gia Hà Nội, Hà Nội.Martins, R.A. and Salerno, M.S. (1999). Use of new performance measurement system, some empirical findings. In Managing Operations Networks – VI International EurOMA Conference, Venice, Italy, 7–8 JuneParmenter, D. (2010). Key performance indicators (KPI): developing, implementing, and using winning KPIs: John Wiley & Sons.Rodriguez, R. R., Saiz, J. J. A., & Bas, A. O. (2009). Quantitative relationships between key performance indicators for supporting decision-making processes. Computers in Industry, 60(2), 104-113. Shahin, A., & Mahbod, M. A. (2007). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting. International Journal of Productivity and Performance Management, 56(3), 226-240.Nguyễn Đình Thọ (2012). Phương pháp nghiên cứu khoa học trong kinh doanh. Thiết kế và thực hiện. Hà Nội: Nhà xuất bản Lao động xã hộiTsai, Y.-C., & Cheng, Y.-T. (2012). Analyzing key performance indicators (KPIs) for E-commerce and Internet marketing of elderly products: A review. Archives of gerontology and geriatrics, 55(1), 126-132. Yeung, J. F., Chan, A. P., & Chan, D. W. (2009). A computerized model for measuring and benchmarking the partnering performance of construction projects. Automation in Construction, 18(8), 1099-1113.  

scholarly journals Proposed Corporate Performance Management Using Integrated Performance Management System (IPMS) at PT Pos Indonesia (Persero)

2018 ◽  
Vol 7 (3.25) ◽  
pp. 71
Author(s):  
Eliza Prilianti ◽  
Muhammad Tresnadi Hikmat
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Performance Management System ◽  
Business Opportunity ◽  
Process Implementation ◽  
New Business ◽  
Delivery Services ◽  
Increasing Demand ◽  
Integrated Performance

The big market shifting in postal industry begun since a physical letter was being substituted by digitalization of technology, yet it brings new business opportunity in the e-commerce industry. The e-commerce industry in Indonesia is expected to grow by approximately 18% annually in the next five years. It triggers an increasing demand for parcel delivery services. However, the performance of PT Pos Indonesia (Persero) as a State Owned Enterprise engages in postal industry shows the declining trend. The volume of parcel delivery declined during the last three years. The company has not been able to manage its performance due to the incompatibility of performance management system. The purpose of this research is assisting the company to design new performance management system to improve its performance. The Integrated Performance Management System (IPMS) framework is selected because it is able to overcome the issues in the company. There are five stages of IPMS framework includes foundation, background and information, design process, implementation, and refreshment. It consist of three perspectives includes organizational output, internal process, and resources availability. This research proposed the performance management system for Pos Indonesia and produces 20 key performance indicators (KPI) that derived from company’s vision, mission, and strategy.  

Performance Management System at Gas Company

2010 ◽  
Vol 14 (01) ◽  
pp. 95-115
Author(s):  
A. K. Siti-Nabiha
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Indicators ◽  
Management System ◽  
Evaluation System ◽  
Parent Company ◽  
Performance Management System ◽  
Appraisal System ◽  
Management Processes ◽  
New System

The case is about the implementation of a performance management system (PMS) in ALPHA, a gas processing company. ALPHA is also a subsidiary of a multinational company based in Malaysia. The new performance management system was imposed on ALPHA by its parent company. The PMS integrates the following key management processes, i.e. strategic planning, portfolio management, resource allocation, performance measurement and reporting and executive compensation in the organization. The ultimate aim of the new system is to ensure that the focus of business activities is on economic value creation. At the heart of this system is the use of key performance indicators (KPIs) for each of the management processes coupled with performance targets for all the KPIs. However, there were various implementation problems in the company. The employees had difficulty in formulating their performance indicators. There was also confusion and anxiety among the organizational members regarding the new system, specifically on how it would impact on their performance appraisal. Consequently, most of the employees formulated two sets of indicators, one to be used for their performance appraisal and another indicator for the performance management system, which is not used in their evaluation system. Ms. Marinah, the General Manager of the Finance Division and also the person responsible for the implementation of the new performance management system needs to make a decision as to whether to continue the usage of two sets of indicators for the parent company or to brief the managers again about the usage of value based indicators for their appraisal system.

scholarly journals INTEGRATION OF PLANNING SYSTEMS WITH RISK MANAGEMENT SYSTEMS ON LARGE ENTERPRISES

2019 ◽  
Vol 10 (2) ◽  
pp. 122-133
Author(s):  
Yu. V. Trifonov ◽  
S. M. Brykalov ◽  
V. Yu. Trifonov
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Performance Indicators ◽  
System Integration ◽  
Management System ◽  
Key Performance Indicators ◽  
Nuclear Industry ◽  
Management Systems ◽  
Industrial Enterprises ◽  
Risk Management System

The article describes the strategic management methodology based on the use of key performance indicators system, recommendations for its further development are given. The necessity of integration above-mentioned methodology with the methodology of risk management systems is justified for large companies. The main conceptual states and stages of key performance indicators system and risk management system integration are given. Integration processes are illustrated by the example of a particular large company.Conceptual states and integration stages of  key performance indicators system with risk management system are considered. Specific organizational and technical measures for implementation of above-mentioned systems  at the nuclear industry enterprises are described as well. Key performance indicators for risk management system are proposed to be laid for introducing enterprises’  performance management.The results of theoretical and empirical research, the described tools and approaches can be used in other industrial enterprises, regardless of their business.

Development of performance management system incorporating dual perspectives of enterprise and customers’

2018 ◽  
Vol 22 (3) ◽  
pp. 201-219 ◽  
Author(s):  
Neetu Yadav ◽  
Sushil Sushil ◽  
Umit Sezer Bititci
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Performance Indicators ◽  
Management Model ◽  
Performance Management System ◽  
Enterprise Performance ◽  
Content Type ◽  
Strategic Performance ◽  
Telecom Service ◽  
Customers Perspective

Purpose Performance measurement and management (PMM) literature is highly abundant with numerous PMM frameworks encapsulating various aspects of enterprise performance that are largely driven by enterprise viewpoint. Considering dynamic nature of Indian telecom industry where customers hold high bargaining power in the industry, flexible strategy game-card has been adopted as a theoretical basis. The purpose of this study is to capture an “outside-in view” of enterprise performance by incorporating performance measurement from customers’ perspective and highlight dual perspectives of performance, i.e. enterprise and customers’. Design/methodology/approach Rigorous empirical data analysis tools have been used on the data collated through opinion survey to develop strategic performance management model for Indian telecom service providers where mediation effects of customers’-based strategic factors have also been captured. Findings The findings emphasize the fact that financial performance indicators are outcome variables that are driven by the external environment, internal organizational structure and business processes. An effective performance management system (PMS) should consist enabling performance indicators (customers’ perspective) in addition to leading and lagging performance indicators that are widely discussed in the literature. Research limitations/implications The set of performance indicators identified is in the context of Indian telecom service operators, which should be used in another context with full caution. The generalization of the empirically validated strategic performance management model in other country context is limited. However, the process of development of PMS could be taken as an example to replicate in any other context. Originality/value Measuring an enterprise performance from customers’ perspective is the major contribution of this study. With the diverse set of performance indicators, effective PMS can be developed and deployed where tangible measures act as lagging indicators, namely, situational and operational, strategic measures act as leading indicators, and subscribers’ crucial assessment measures act as enabling indicators.

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