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 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.

Performance management on the shop floor – an investigation of KPI perception among managers and employees

2020 ◽  
Vol 12 (4) ◽  
pp. 461-473
Author(s):  
Jasmin Ohlig ◽  
Thomas Hellebrandt ◽  
Amelie I. Metzmacher ◽  
Patrick Pötters ◽  
Ina Heine ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Design Methodology ◽  
Qualitative Interviews ◽  
Shop Floor ◽  
Performance Management System ◽  
Negative Perception ◽  
Content Type ◽  
Floor Level

Purpose The purpose of this paper is to investigate the application of key performance indicators (KPIs) on shop floor level in German small- and medium-sized enterprises (SMEs). The paper focuses on the examination of perception differences between shop floor employees and managers with regard to collection, calculation and consolidation of KPIs as well as visualization and motivational aspects. Design/methodology/approach To examine the hypothesis on differing perceptions regarding KPIs, 27 qualitative interviews with shop floor employees and production managers within 6 SMEs from the German machinery and equipment industry were conducted on basis of a semi-structured guideline. Findings The findings show that shop floor employees self-assess a lack of relevant knowledge when it comes to understanding KPIs. Moreover, the results show that shop floor employees perceive the visualization of shop floor KPIs as insufficient and non-motivational. This goes along with the finding that managers are aware of the lacking benefit of KPIs resulting from the rather negative perception of shop floor employees. The interviewed managers recognize a strong potential for improvement of their KPI systems. Originality/value The interview results confirm the need to design a performance management system on the shop floor that considers and aligns both management and operations, is directed to the shop floor level, considers explicitly the perspective of employees and integrates motivational elements.

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