Organizational Context Factors Influencing Procedural Justice in Performance Management System: A Research Framework

2018 ◽  
Vol 5 (2) ◽  
pp. 65-85
Author(s):  
Muhammad Umar Shahzad
Keyword(s):  
Procedural Justice ◽  
Performance Management ◽  
Management System ◽  
Organizational Context ◽  
Performance Management System ◽  
Research Framework ◽  
System A ◽  
Factors Influencing ◽  
Context Factors

scholarly journals Perceptions of organisational readiness for the performance management system: A case study of a University of technology

2012 ◽  
Vol 8 (3) ◽  
pp. 39-47
Author(s):  
Bethuel Sibongiseni Ngcamu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Quantitative Research ◽  
Business Processes ◽  
Survey Method ◽  
Performance Management System ◽  
System A ◽  
Management Interventions ◽  
University Of Technology ◽  
The University

The absence of a single performance management system (PMS) aligned to institutional strategy and business processes often results in failure to deliver anticipated benefits as it is not cascaded down to all departments, teams or individuals. This study aims to determine employees’ expectations for the proposed PMS and their perceptions of the system’s impact on effectiveness within the university concerned. This study adopted a quantitative research design and a survey method was used, whereby, a structured questionnaire was administered by the researcher to a selected population size of 150 of which 108 completed questionnaires, generating a response rate of 72%. The study reflects a disproportionately high percentage of 34% of the respondents who disagreed and 21.3% who were undecided as to whether PMS is needed at the university concerned where the majority of these respondents being academics and those with matriculation. The university concerned should develop a PMS which is aligned to the university strategic plan and to other university policies coupled with structured change management interventions focusing on academics and semi-skilled employees.

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 Organizational Context Factors Influencing Employee Performance Appraisal: A Research Framework

2016 ◽  
Vol 221 ◽  
pp. 57-65 ◽  
Author(s):  
Gabriela Rusu ◽  
Silvia Avasilcăi ◽  
Carmen-Aida Huţu
Keyword(s):  
Performance Appraisal ◽  
Organizational Context ◽  
Employee Performance ◽  
Research Framework ◽  
Factors Influencing ◽  
Context Factors

Factors Influencing The Implementation And Continuous Improvement Of The Performance Management System

2017 ◽  
Vol 1 (2) ◽  
pp. 242
Author(s):  
Lucie Jelínková
Keyword(s):  
Performance Management ◽  
Continuous Improvement ◽  
Questionnaire Survey ◽  
Management System ◽  
Business Environment ◽  
External Factors ◽  
Performance Management System ◽  
Manufacturing Companies ◽  
Factors Influencing ◽  
Internal And External Factors

<p class="AbstractText">For today's rapidly changing business environment are characteristic changes like globalization of the market place, technological changes, increased business complexity, intensified global competition, increased customer bargaining power, new resources of competitive advantage and more. Therefore, to be successful and able to compete in this environment, companies must identify and analyze their existing position, define mission, vision, strategic goals and operate more effectively. The key to success is to increase the effectiveness and efficiency of all business processes based on measurement and management of their performance. Using performance management system companies can plan, measure and manage the performance of all company activities. Properly designed, created and implemented performance management system can then help the company achieve the desired outputs. The literature, however, states that this is not a simple task, and many companies have problems especially with implementation of these systems. Unfortunately, it is still not quite clear what factors influence successful development, implementation, usage and continuous improvement of the performance management system in companies. There is a gap in the identification of factors influencing the development, implementation, usage and continuous improvement of the performance management system, their detailed study and analysis in practice. For this reason, it is important to deal with the identification, analysis and study of internal and external factors influencing the implementation and continuous improvement of performance management system. The aim of this paper is to identify and analyze internal and external factors influencing the implementation and continuous improvement of the performance management system, which these companies use. In the questionnaire survey is particularly investigated whether managers of surveyed companies are able to identify factors influencing the implementation and continuous improvement of the performance management system. Afterwards is carried out a detailed description of selected key internal factors, and their detailed analysis including identification of the relationship of these factors to the performance management system. Data were obtained by mail questionnaire survey on a sample of large manufacturing and non-manufacturing companies operating in the Czech Republic. The research findings are evaluated within the context of the theoretical background and the conclusions of similar studies.</p>

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