Performance measurement in academic departments: the strategy map approach

A performance measurement system for small enterprises – a case study The performance measurement system is one of the determinants which creates an enterprise’s value, and is supposed to leading to an enterprise maintaining or improving its performance in the long-term per-spective. Small enterprises do not understand the need to measure their performance or the potential benefits that come from this measurement. The aim of the article is to present a framework of a perfor-mance measurement system for small enterprises with a practical verification of its assumptions. The basis of the study was an analysis of existing proposals of models and frameworks for small and medium enterprises and the results of a study into the performance measurement solutions applied in practice by Polish small enterprises. As a result of the research conducted, a 4-step process of continuous perfor-mance measurement for small enterprises is presented, and practical verification is conducted on the example of a small legal firm, considering the strategy map and the measures of the set of aims. The construction of a performance measurement system is unique to every enterprise due to its condition, the business sector, the environment, and other factors, so a featured case study provides only a specific example of model usage in practice. The study provides an original contribution of the author. There has been no such research in this field so far in the Polish literature.

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Strategi Daya Saing Output Melalui Program Kemahasiswaan Di Departemen Manajemen IPB

JAS-PT Jurnal Analisis Sistem Pendidikan Tinggi ◽

10.36339/jaspt.v2i2.126 ◽

2018 ◽

Vol 2 (2) ◽

pp. 95

Author(s):

Selvie Fitriyanti ◽

Lindawati Kartika ◽

Hardiana Widyastuti

Keyword(s):

Performance Measurement ◽

Balanced Scorecard ◽

General Concept ◽

Academic Unit ◽

Performance Achievement ◽

Degree Programme ◽

Measurement Strategy ◽

Strategy Map ◽

Working Performance ◽

Strategic Program

Abstrak Departemen Manajemen IPB sebagai salah satu pelaksana akademik dengan tiga program studi yaitu Program Sarjana, Program Sarjana Alih Jenis Manajemen serta Program Pascasarjana Mayor Ilmu Manajemen. Departemen Manajemen FEM IPB didirikan dengan tujuan mendukung harapan yang direncanakan oleh IPB salah satunya meningkatkan pencapaian di bidang kemahasiswaan yang masih dinilai rendah oleh Kemenristekdikti. Oleh karena itu dibutuhkan evaluasi dan strategi untuk peningkatan daya saing program kemahasiswaan yang mengaitkan Berdasarkan permasalahan ini maka perlu dilakukan pengukuran kinerja menggunakan metode Balanced Scorecard. Tujuan penelitian adalah (1) Mengidentifikasi gambaran umum program kemahasiswaan di Departemen Manajemen FEM IPB pada tahun 2014-2017. (2) Menyusun peta strategi berdasarkan pendekatan BSC pada program kemahasiswaan di Departemen Manajemen FEM IPB. (3) Mengukur pencapaian kinerja dan inisiatif strategis yang tepat untuk meningkatkan kualitas output mahasiswa di Departemen Manajemen FEM IPB. Kata kunci : balanced scorecard, pengukuran kinerja, peta strategi. Abstract Management Department of FEM IPB is one of the academic unit consisting three programme studies: Degree Programme, Shift Degree Programme of Management, and Postgraduate Major Programme of Management Studies. Management Department was established to support the vision and mission of IPB; increase the achievements in students' field which is currently being rated poorly by Kemenristekdikti. Consequently, evaluation and strategy are complimentary for the elevation in the competitiveness among relevant student programme. Based on this issue, measuring the working performance using Balanced Scorecard is required. The aim of this research are (1)Identify the general concept of student programme in Management Department of IPB on 2014 - 2017, (2)Contrive a strategy map based on the BSC to student programs in the Management Department of FEM IPB, (3)To measure performance achievement and initiate strategy for the elevation of competitiveness among the students programme in Management Department of IPB. The results of this research prove that the performance get 63.32% and it was categorized as good performance. Performance can be improved by implementing a strategic program on indicators that are still have low value. Keywords: balanced scorecard, working performance measurement, strategy maps

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Evaluasi Implementasi Balanced Scorecard Pada Departemen Manajemen IPB Sebagai Program Studi Berbasis Kinerja

Jurnal Manajemen dan Organisasi ◽

10.29244/jmo.v8i2.19489 ◽

2018 ◽

Vol 8 (2) ◽

pp. 103-118

Author(s):

Zainati Fakhrina ◽

Jono M Munandar ◽

Sukiswo Dirdjosuparto

Keyword(s):

Performance Measurement ◽

Balanced Scorecard ◽

Business Processes ◽

Objective Evaluation ◽

Academic Excellence ◽

Interpretive Structural Modeling ◽

Network Process ◽

Strategy Map ◽

Assessment Performance ◽

And Performance

Department of Management in Bogor Agricultural University (IPB), is one of the academic units in IPB that supports the achievement of IPB’s objective to become a world class university. To support such objective, evaluation is conducted by monitoring activity and performance measurement using Balance Scorecard (BSC) approach. The purpose of this study was to determine priority of perspectives and strategy objectives by using Analytical Network Process (ANP) method, measure quality assessment performance in Department of Management year 2015, establish strategic inisiatives, and to figure Departement of Managements’ strategy map using Interpretive Structural Modeling (ISM) Method. The result of this study indicated that the main priorities of the four perspectives had been defined: Research and Academic Excellence perspective, Stakeholders perspective, Internal Business Processes perspective and Capacity Building perspective. Performance measurement resulted that 10 from 24 performance indicators didn’t achieve the target, and set 10 strategic initiatives to support strategy objective target achievement. Strategy mapping using ISM indicated that strategy objective “Lecturers’ and academic staffs’ competency strengthening” was the key element to support other strategy objectives achievement.

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