Innovation and Technology Driven Sustainability Performance Management Framework (ITSPM) for the Mining and Minerals Sector

2004 ◽  
Vol 18 (2) ◽  
pp. 135-149 ◽  
Author(s):  
Arun J. Basu ◽  
Uday Kumar
Keyword(s):  
Performance Management ◽  
Management Framework ◽  
Sustainability Performance ◽  
Innovation And Technology

scholarly journals SIX STEPS IMPLEMENTATION FRAMEWORK FOR CORPORATE SUSTAINABILITY PERFORMANCE MANAGEMENT

2017 ◽  
Vol 8 (3) ◽  
pp. 3 ◽  
Author(s):  
Muhammad Tasleem ◽  
Nawar Khan ◽  
Syed Tasweer Hussain Shah ◽  
Muhammad Saleem ◽  
Asim Nisar
Keyword(s):  
Performance Management ◽  
Corporate Sustainability ◽  
Corporate Management ◽  
Implementation Framework ◽  
Sustainability Performance ◽  
Sustainable Improvement ◽  
Sustainable Performance ◽  
Corporate Sustainability Performance ◽  
Performance Dimensions ◽  
And Performance

Managing sustainability practices holistically within firms is challenging and requires a sound and effective management framework that integrates all associated practices and performance dimensions to act for excellence. Corporate management is keen to adopt roadmap or a framework that can be useful in the identification, management and measurement of the drivers and can lead to desired outcomes relating to sustainable performance. This paper develops and presents a six-steps implementation framework for corporate sustainability performance and related practices keeping in account multifaceted managerial dimensions. These six steps include; identifying stakeholder’s requirements, establishing enterprise vision and sustainability goals, adopting strategies, systems and standardization, aligning technologies, core capabilities and culture, excelling sustainability performance, and progressing sustainable improvement with review and feedback. It also projects the perspective, theme and action items with regard to its effective.

Translating sustainability strategies into performance: does sustainability performance management matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruzita Jusoh ◽  
Yazkhiruni Yahya ◽  
Suria Zainuddin ◽  
Kaveh Asiaei
Keyword(s):  
Performance Management ◽  
Resource Constraints ◽  
Corporate Sustainability ◽  
Content Type ◽  
Sustainability Performance ◽  
Mediating Role ◽  
Management Accountants ◽  
Accounting Control ◽  
Indirect Relationship

Purpose Drawing on the natural resource-based view (NRBV) of the firm, this study aims to investigate the mediating role of sustainability performance management (SPM) practices in the relationship between corporate sustainability strategy (SS) and sustainability performance (SP). The conceptualization of SS and SPM practices follow the NRBV resources and capabilities to promote sustainability for competitiveness. Design/methodology/approach Data for the study were collected through a questionnaire from 114 small-medium to large organizations within environmentally sensitive industries operating in Malaysia. Findings The results indicate the indirect relationship between SS and SP through SPM practices. The results suggest that SS can only be realized through a broader management accounting control system (such as SPM practices) that provides information to generate, analyze and control environmental, social, economic and governance performance. Practical implications As some organizations may face their resource constraints, this study may help managers and management accountants prioritize their focus on SS and adopt the necessary SPM practices to enhance their SP. Originality/value This study sheds new light on the role of the SPM practices adopted by firms to manage their SS.

scholarly journals Verifying Theoretical Concepts of Performance Management Framework

2018 ◽  
pp. 815-824
Author(s):  
Reno Renaldi Tibyan ◽  
Dermawan Wibisono ◽  
Mursyid Hasan Basri
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Single Case ◽  
Group Discussion ◽  
Theoretical Concepts ◽  
Management Framework ◽  
Verification Method ◽  
The Balanced Scorecard ◽  
Verification Process

Purpose – This paper aims to discuss the verification process of the theoretical concepts of the proposed performance management (PM) framework in practice. Design/methodology/approach – A case study based on a focus group discussion (FGD) method is used to describe the application a PM framework and the implementation of a PM system in a case organisation. Findings – The findings show that the case organisation has been applying the Balanced Scorecard framework and show that it needs to add some important aspects to the framework to support the better implementation of its PM system. Research limitations/implications – This paper is based on a single case study due to the need for an effective FGD in a selected organisation. Originality/value – The study drives the development of PM research in the use of a theoretical verification method to confirm the application of the theoretical concepts of PM framework in practice.

scholarly journals Autonomic Management Framework for Cloud-Native Applications

2020 ◽  
Vol 18 (4) ◽  
pp. 779-796 ◽  
Author(s):  
Joanna Kosińska ◽  
Krzysztof Zieliński
Keyword(s):  
Performance Management ◽  
Rule Engine ◽  
Autonomic Management ◽  
Management Framework ◽  
Design Procedures ◽  
Model Driven ◽  
Definition Of ◽  
Dynamic Execution ◽  
High Level ◽  
Human Support

AbstractIn order to meet the rapidly changing requirements of the Cloud-native dynamic execution environment, without human support and without the need to continually improve one’s skills, autonomic features need to be added. Embracing automation at every layer of performance management enables us to reduce costs while improving outcomes. The main contribution of this paper is the definition of autonomic management requirements of Cloud-native applications. We propose that the automation is achieved via high-level policies. In turn autonomy features are accomplished via the rule engine support. First, the paper presents the engineering perspective of building a framework for Autonomic Management of Cloud-Native Applications, namely AMoCNA, in accordance with Model Driven Architecture (MDA) concepts. AMoCNA has many desirable features whose main goal is to reduce the complexity of managing Cloud-native applications. The presented models are, in fact, meta-models, being technology agnostic. Secondly, the paper demonstrates one possibility of implementing the aforementioned design procedures. The presented AMoCNA implementation is also evaluated to identify the potential overhead introduced by the framework.

scholarly journals Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

2016 ◽  
Vol 11 (9) ◽  
pp. 192
Author(s):  
Jane Sang ◽  
Michael Korir ◽  
Bob Wishitemi
Keyword(s):  
Performance Management ◽  
Leadership Style ◽  
Balanced Score Card ◽  
Management Framework ◽  
Performance Framework ◽  
Score Card ◽  
Employee Relationship ◽  
And Performance ◽  
The Balanced Score Card ◽  
Card Model

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.

Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abiha Zahra ◽  
Geert Bouckaert
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management Systems ◽  
Performance Information ◽  
Institutional Perspective ◽  
Content Type ◽  
Management Framework ◽  
Performance Management Systems ◽  
State Organizations ◽  
And Control

PurposeWith performance as a core theme of public sector reforms, this article explores performance management systems in inter-organizational settings while testing the effect of performance measurement on its use for accountability and control. Using economic neo-institutional perspective in a hierarchical context with turbulent political history, the article investigates the variations in the use of performance information in inter-institutional settings across different legal categories of state organizations.Design/methodology/approachThe performance management framework of Van Dooren et al. (2010) is employed as the basis for this research that explains the link between performance measurement and use. To explore the management of performance in Pakistan, the survey data was collected in 2018; after two democratic governments completed their tenures.FindingsThe research indicated a lower extent of performance measurement and use by the parent ministries in the democratic regimes. This finding adds to the implications of economic institutional theory in a politically turbulent context, where political actors place less emphasis on performance and more emphasis on procedures. It was confirmed that the ministries use the measured performance information for accountability and control on the results, but the moderating role of legal categories in the performance framework did not get confirmation.Originality/valueThe article empirically tests the performance management framework from a Western context in a developing country that has not been discussed frequently in the performance management systems literature.

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