scholarly journals The moderating effect of perceived environmental uncertainty and task uncertainty on the relationship between performance management system practices and organizational performance: evidence from Vietnam

2021 ◽  
pp. 1-19
Author(s):  
Oanh T. K. Nguyen ◽  
Lana Y. J. Liu ◽  
Jim Haslam ◽  
Josie McLaren
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Environmental Uncertainty ◽  
Moderating Effect ◽  
Performance Management System ◽  
Task Uncertainty ◽  
Perceived Environmental Uncertainty ◽  
The Relationship ◽  
And Task

TECHNO21: Design and Implementation of a New Performance Management System

2021 ◽  
pp. 097282012199495
Author(s):  
Asfia Obaid ◽  
Saman Rahman ◽  
Asia Mehmood ◽  
Neelab Kayani
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
System Design ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Performance Levels ◽  
Strategic Objectives ◽  
Design And Implementation ◽  
The Face

The case highlights the key concerns and issues an organization may face if its performance management system (PMS) does not serve its intended purpose and how it can cause demotivation and dissatisfaction among employees and result in an overall decline in organizational performance. It also illustrates how employees’ organizational culture and perception can be as important as the system design and can present challenges even if an elaborate system is planned. In the face of increasing turmoil among employees towards management and the decreasing performance of the organization, TECHNO21 decided to change its current PMS, which seemed a difficult but necessary step to achieve the desired performance levels and overall strategic objectives of the organization.

Performance measurement effects on organizational responses to threats

2015 ◽  
Vol 19 (1) ◽  
pp. 24-32 ◽  
Author(s):  
George Huber
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Measurement System ◽  
Management System ◽  
Organization Design ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Content Type ◽  
Management Literature

Purpose – The purpose of this paper is to explain how an organization’s performance measurement system can influence the appropriateness of an organization’s responses to threats. Design/methodology/approach – Inductive and deductive reasoning, drawing on major theories and on empirical findings in the management literature. Findings – An organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats and, in these ways, contribute to the organization’s robustness and sustainability. Practical implications – Formation of an appropriate performance management system can prove critical to both detection of and responses to organizational threats. As such, an organizational performance management system can contribute to organizational robustness and sustainability. Originality/value – The idea, that an organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats, is not articulated in the management literature. Thus, the research reported here is original and would seem to have value to the research community, the organization design community (as an organization’s control systems are an important component of its architecture), and the management community.

scholarly journals Implementation of Government Performance Accountability System (SAKIP) in Indonesian Local Government (Case of Regional Development Planning Board of Sukabumi Regency)

2021 ◽  
Vol 5 (1) ◽  
pp. 59
Author(s):  
Tomi Setianto ◽  
Sinta Ningrum ◽  
Didin Muhafidin
Keyword(s):  
Local Government ◽  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Central Government ◽  
Structured Interview ◽  
Development Planning ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Public Performance

The use of performance measurement system in the public sector (PMS) has become a panacea in addressing an inefficient bureaucracy that fails to meet the citizen satisfaction by its lethargic service delivery. It has introduced a way for public managers to better generate outcome policy into a concrete-measurable actions. While many countries already demonstrates the benefit of using the system, Indonesia remain struggle in implementing the ideal of performance management particularly in the context of local government that usually lacking of adequate capacity and sources. Despite the continuous support by central government, the diverse of socio-environmental context hinder local government to fully implements of SAKIP. This paper sought to portray the implementation and challenges that is faced by one local government agencies in Sukabumi, West Java Indonesia in implementing Indonesian public performance management system (SAKIP). This paper is using qualitative approach by conducting structured interview to key informants. The results showed that organizational variables have been able to accommodate the implementation of SAKIP policy through units formed specifically in organizational structure and governance regulations, organizational interpretation variables are still necessary to improve the dissemination of policy information to all levels of employees, application variables where the implementation of policies are still experiencing constraints, especially in planning and evaluation, as well as a lack of specific strategies in improving organizational performance. This paper reinforces the results of previous studies related with performance management system in Indonesian local government that its implementation has not been yet showing their best result.

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

2021 ◽  
Vol 4 (1) ◽  
pp. 1-13
Author(s):  
Mohammad Roziq ◽  
Harry Putri Reawaroe ◽  
Achmad Imron Rosyidi
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Organizational Performance ◽  
Performance Management ◽  
Human Resource ◽  
Balanced Scorecard ◽  
Management System ◽  
Performance Management System ◽  
Competitive Advantages ◽  
Strategic Performance

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.     Key Words:    Investment Perspective in Human Resource Management (Human Capital); Strategic Performance Management System – Balanced Scorecard; Organizational Performance; and Competitive Advantages

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