Validation issues of a performance management system for design: three case studies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paula Görgen Radici Fraga ◽  
Maurício Moreira e Silva Bernardes ◽  
Julio Carlos de Souza van der Linden ◽  
Darli Rodrigues Vieira ◽  
Milena Chang Chain
Keyword(s):  
Performance Management ◽  
Management System ◽  
Indicator System ◽  
Performance Management System ◽  
Content Type ◽  
Focus Group Research ◽  
Group Research ◽  
Improved Performance ◽  
Implementation Stage ◽  
A Performance

PurposeThis study aimed to discuss issues related to the process for validating a performance management system for design (PMSD) in three product development companies.Design/methodology/approachThe use of multifunctional groups becomes important because it favors viewing the organization as a whole, thereby reducing existing gaps between segments of the company. To support this study, focus group research was used.FindingsViewing design as a resource that contributes to increased competitiveness offers companies benefits, such as improved performance measurement. This measurement is based on indicators and, to be useful, an indicator system should stimulate the company's interest. In addition, the present study made it possible to conclude that the validation process is essential in preimplementation stages because validation allows the PMSD to be adapted to bring it closer to the reality of companies, thus increasing the chances of success during the implementation stage.Originality/valueValidation of the metrics from the perspective of senior management enabled critical analyses of the applicability of the PMSD, as well as its suitability and approximation to the reality of businesses, by selecting the most relevant data.

The boundaries of a performance management system between learning and control

2015 ◽  
Vol 19 (3) ◽  
pp. 7-21 ◽  
Author(s):  
Paolo Canonico ◽  
Ernesto De Nito ◽  
Vincenza Esposito ◽  
Marcello Martinez ◽  
Lorenzo Mercurio ◽  
...  
Keyword(s):  
Performance Management ◽  
Management System ◽  
Single Case ◽  
Individual Performance ◽  
Specific Reference ◽  
Performance Management System ◽  
Content Type ◽  
And Control ◽  
A Performance

Purpose – This paper aims to consider how and to what extent it is possible to interpret a performance management system (PMS) as a typical control mechanism or in a more innovative way as a learning tool. PMSs are typically used for planning and coordination purposes. However, they may also be used as an opportunity to foster learning inside the organization. Design/methodology/approach – The empirical analysis was carried out during January-May 2014. A single case study was developed, in the first phase, through document analysis and semi-structured interviews with three top managers, to investigate the purpose and rationale of the design of the PMS. The investigation then continued with non-participant observation. Findings – The picture shows the dominance of “command and control” thinking, based on a cybernetic control system connected to targets and linking the achievement of these targets to individual performance. Practical implications – This paper helps to contextualize reflections on PMSs and potential learning outcomes in knowledge organizations, with specific reference to the airport industry. Originality/value – This paper contributes to the extant debate on the relationship between PMSs and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other authors, relying on a contingent approach, have instead put forward the need of a more comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as of the interdependencies among their components. In the case study under scrutiny in this paper, adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead to any major changes.

scholarly journals Proposed Corporate Performance Management System for XYZ City Government

2020 ◽  
Vol 5 (4) ◽  
Author(s):  
Ayu Regita Cahyani Soleman ◽  
Muhammad Tresnadi Hikmat
Keyword(s):  
Performance Management ◽  
Business Strategy ◽  
Management System ◽  
City Government ◽  
Background Information ◽  
Performance Management System ◽  
Balance Scorecard ◽  
Internal Process ◽  
Improved Performance ◽  
A Performance

XYZ City Government has 3 Regionally-Owned Enterprises or Badan Usaha Milik Daerah (BUMD) that are managed independently to support the XYZ economic sector. In fact, one of the three BUMD management is bad, so that it makes the company go bankrupt because it produces losses. In addition, the Regional Original Revenue of XYZ City is very small when compared to other regions in West Java. The purpose of this research is to propose a Performance Management System that can help to improve the performance of XYZ City Government. The improved performance can imply an indicator of success for the mayor's 5-year tenure and his deputy. The design of the Performance Management System was made by translating the vision and mission that was launched by the Mayor and his Deputy into a business strategy that was breakdown to each work unit (department). This research uses the combined of Balance Scorecard and Integrated Performance Management System (IPMS) framework. This framework is used to assist organizations in achieving excellent performance seen from all aspects of the existing organization. Balance Scorecard Framework has 4 perspectives, such as Financial, Customer, Internal Process, and Learning & Growth. The IPMS framework has 5 stages, Foundation, Background Information, Design, Implementation, and Maintenance and Update. IPMS has 3 perspectives, Organizational Output, Internal Process, and Resource Availability. The results of this study propose a Performance Management System with 62 Key Performance Indicators (KPI) derived from the company's vision, mission and strategy.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

Investigating design targets for effective performance management system: an application of balance scorecard using QFD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alpana Agarwal
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Function Deployment ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Support ◽  
Balance Scorecard ◽  
Content Type ◽  
Effective Performance

PurposeAn effective performance management must track level of employee engagement, ensure employee feedback on all aspects and ensure that the people act on that information. Also, it must ensure accessibility of essential conditions to perform. Considering the challenges associated with existing performance management system, present study attempts to discover factual expectations from the employees. The paper also establishes required conditions for fulfilling such expectations.Design/methodology/approachPresent study attempts to discover factual expectations from the employees using the Balance Scorecard approach (BSC). Furthermore, using Quality Function Deployment (QFD), relation between employers' expectation and requirements necessary to fulfill such expectations has also been determined.FindingsThe suggested model has been developed as House Of Performance Management (HOPM) outlining potential leveraging points for enhancing the performance, based on which immediate actionable measures for effective and efficient performance management can also been advocated. The HOQ suggested in this paper can be source of reference while developing performance management system for an organization. Besides, it can help the Human Resource team to discover strategic opportunities and set targets.Originality/valueEffective goal setting, pooled with a method to track progress and identify obstacles, contribute to attainment of bottom to top line results. However, designing and implementing such performance management system has been associated with many challenges like lack of top management support, perception of the process as time-consuming, failure to communicate clear and specific goals and expectations, lack of consistency, etc. (Managing employee performance, 2019). Hence most organizations have been increasingly looking for effective ways of assessing employee performance that can promote stakeholders' satisfaction, employee engagement and continuous improvement.

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