scholarly journals Measuring strategic performance in Arab universities: A suggested model (MSP UNIs)

2021 ◽  
Vol 8 (3) ◽  
pp. 88-99
Author(s):  
Gamal M. Kamal El-Din ◽  
◽  
Abdul-Wasea Abdul-Ghani Saif Almekhlafi ◽  
◽  
◽  
...  
Keyword(s):  
Factor Analysis ◽  
Strategic Planning ◽  
Performance Measurement ◽  
Three Dimensions ◽  
Performance Measurement System ◽  
Strategic Performance ◽  
Arithmetic Average ◽  
Approval Rate ◽  
High Degree ◽  
Very High

The main objective of this article is to determine the validity of the proposed system for measuring strategic performance (MSP Unis) in Arab universities at the level of its three Perspectives; performance measurement, measurement processes, and measurement potentials. However, most of the Arab universities face difficulties in the measurement of their strategic performance due to cost and the lack of human resources specialists in that field. The study was conducted through a questionnaire consisting of 38 items distributed on a sample of 116 experts working in the field of strategic planning in universities registered in the Association of Arab Universities. So, by the use of factor analysis, the results disclosed a very high degree of correlation between the paragraphs and the three dimensions that make up the system. The results of the statistical analysis demonstrated the validity of the proposed strategic performance measurement system for use in measuring the strategic performance of Arab universities from the viewpoint of respondents with a very high arithmetic average amounted 4.30, and a very high approval rate for the content of the paragraphs reaching to 86%. Accordingly, the current study is consistent with the previous studies. The research recommendations obviously have been concluded as (a) An implementation of the suggested system (MSP Unis) in Arab universities and supporting its implementation’s potentials. (b) A Benefiting from the results of the factor analysis in implementation plans on the level of its three Perspectives. (c) Developing training programs to consolidate the proposed MSP Unis. (d) Enabling strategic planning departments to implement the proposed MSP Unis.

The Impact of Strategic Performance Measurement System on Organizational Performance in Saudi Universities

2013 ◽  
Vol 1 (2) ◽  
pp. 64-71
Author(s):  
Naser Zouri ◽  
Zahra Abdolkarimi ◽  
Seyed A. Payambarpour
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Enterprise Resource Planning ◽  
Measurement System ◽  
Resource Planning ◽  
Planning System ◽  
Performance Measurement System ◽  
Strategic Performance ◽  
The Impact

Objective- The aim of the study is to enhance the mechanism of strategic performance measurement system goals base of four research questions: (i) to what association between the MCS and enterprise resource planning system (ERPS) intention to strategy performance management system (SPMS)? (ii) To what association between the performance management system (PMS) and ERPS intention to SPMS? (iii) To what relationship between the resource–based view/capabilities and ERPS intention to SPMS? (iv)To do comprehensiveness of organizational performance factors affected on ERPS intention to SPMS? Methodology/Technique A survey questionnaire was used to collect the data in Madinah, Reyaz, and Jeddah. Data was collected during the last section of 2013 of which 160 successful questionnaires were gathered for further analysis. Findings The result shows the impact of evaluation SPMS to solve the market place error and also ability of executives' level of management to solve the behaviours issue in business organization. Novelty - The significance of study contribute executive branch in Saudi universities for the safety of strategic performance measurement system implementation to be modified or changed, taking into account the financial metrics and non-financial when designing a control system. Type of Paper Empirical paper Keywords: , Strategic performance measurement system, Enterprise resource planning system, Strategic management category, Market place error.

Behavioral Work Outcomes of a Strategic Performance Measurement System-Based Incentive Plan

2013 ◽  
Vol 25 (2) ◽  
pp. 115-143 ◽  
Author(s):  
Laurie L. Burney ◽  
Sally K. Widener
Keyword(s):  
Performance Measurement ◽  
Psychological Contract ◽  
Self Efficacy ◽  
Employee Performance ◽  
Critical Dimension ◽  
Data Availability ◽  
Performance Measurement System ◽  
Strategic Performance ◽  
Confidentiality Agreement ◽  
Incentive Plan

ABSTRACT: Strategic performance measurement systems (SPMS) that translate a firm's strategy to its employees are increasingly used. We examine whether the extent to which an SPMS is coupled with strategy affects employee performance indirectly through motivational characteristics including perceived self-efficacy and perceived psychological contract. Using data from 242 employees, we find evidence that the extent to which an SPMS is tightly coupled with strategy affects employee performance through perceived self-efficacy and perceived psychological contract. Self-efficacy is a critical dimension of intrinsic motivation. Thus, an implication of our findings is that tightly coupling an SPMS-based incentive plan with strategy facilitates internalized motivated behaviors. We also find that our hypothesized results hold across varying levels of two types of employee climate. However, the workforce's age and education levels serve as boundary conditions since we find that the relation between self-efficacy and employee performance holds only for the older, less-educated employees. Data Availability: Data used in this study cannot be made public due to a confidentiality agreement with the participating firm.

Knowledge building about performance evaluation in lean production

2019 ◽  
Vol 30 (5) ◽  
pp. 798-820 ◽  
Author(s):  
Andre Eduardo Staedele ◽  
Sandra Rolim Ensslin ◽  
Fernando Antônio Forcellini
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Performance Measurement ◽  
Performance Management ◽  
Measurement System ◽  
Lean Production ◽  
Performance Measurement System ◽  
Research Approach ◽  
Content Type ◽  
Practical Implications

Purpose The purpose of this paper is to focus on the analysis of the characteristics and gaps of a literature fragment from the international scientific publications on performance evaluation in lean production, aiming to generate new knowledge and suggestions for future scientific research. Design/methodology/approach The authors have adopted “ProKnow-C” methodology, a qualitative research approach that is used for literature selection, identification, analysis and reflection on the established characteristics. Findings From a bibliographic portfolio of 67 research works, 91 per cent of the works have individual metrics and 84 per cent have sets of metrics. Evaluating the focus of the performance measurement system, 34 per cent of works measure performance, 43 per cent compare performance and only 18 per cent assist in strategic planning. Evaluating the phases of the PMS life cycle, 87 per cent attend to the design, and 66 per cent attend to the activities of data collection, allow diagnosis, evaluate performance and communicate results. However, only 3 per cent of the studies analysed the use of PMS after its implementation and no research evidenced the review of metrics and objectives based on strategic planning. Research limitations/implications The search formula to capture the bibliographic portfolio (BP) was limited to the following terms: performance measurement, performance evaluation, performance assess*, performance appraisal, management, indicator*, critical factors, best practices, lean production, lean manufacturing and lean system. The BP was determined based on the limitations set by the research authors: articles published in English and Portuguese languages, from 2000 to 2018, in the Engineering Village, Scopus, EBSCO, Web of Science, ProQuest and Science Direct databases, which were freely available on the internet. Lastly, conceptual knowledge was used to select the articles, so there is a chance that unintentional losses could happen. Practical implications As practical implications for practitioners, the authors have identified that a PMS from an organisation that aims to become “lean” needs to be defined and revised considering its strategy, adjusting its set of metrics and targets to the internal and external challenges. As practical implications for researchers, opportunities have been identified to develop longitudinal studies in PMS utilisation and review to understand how the measurement system must evolve over time through changes in the internal and external environments of organisations. Originality/value This research adds value because its results allow researchers and practitioners to visualise the boundaries of the knowledge from the BP, about performance management in lean production, and what their gaps are in relation to the reference model of performance evaluation. This research is original because it was not observed in the literature review, a research that used the ProKnow-C methodology for analysis of the alignment and gaps between lean production and performance evaluation.

scholarly journals Measuring strategic performance in construction companies: a proposed integrated model

2015 ◽  
Vol 13 (2) ◽  
pp. 109-132 ◽  
Author(s):  
Luqman Oyekunle Oyewobi ◽  
Abimbola Olukemi Windapo ◽  
James Olabode B. Rotimi
Keyword(s):  
Performance Measurement ◽  
Construction Industry ◽  
Integrated Model ◽  
Performance Measurement System ◽  
Performance Excellence ◽  
Single Model ◽  
Content Type ◽  
Strategic Performance ◽  
Business Results ◽  
And Performance

Purpose – This paper aims to examine and compare a performance measurement system and performance frameworks commonly used within the construction industry. The paper explores the strengths and weaknesses of balanced scorecard (BSC) and business excellence model (BEM) to propose an integrated model for measuring strategic performance of construction organisations as a single model. The purpose is to help organisations achieve performance excellence, financial integrity and continuous improvement in business results to sustain competitive advantage. Design/methodology/approach – This paper examines and compares performance measurement system and performance frameworks commonly used within the construction industry. The paper explores the strengths and weaknesses of BSC and BEM to propose an integrated model for measuring strategic performance of construction organisations as a single model. The purpose is to help organisations achieve performance excellence, financial integrity and continuous improvement in business results to sustain competitive advantage. Findings – The study reveals that the most popular performance measurement framework in construction includes: BSC; Key Performance Indicators and European Foundation for Quality Management. However, literature also reveals that Malcolm Baldrige National Quality Award is being used to measure performance in the construction. The study findings indicated that BSC and BEM could be combined to provide an integrated model that will encompass every facet of construction performance measures. Research limitations/implications – The paper integrates the BSC and BEM performance measurement models, to provide construction organisations the opportunities of benefitting from the two models as a single tool without having to use more than one model or miss out any important aspect of performance measures. The model will assist organisations perform regular health checks of all business process and at the same time help align organisational activities with strategic primacy. Practical implications – The paper offers an integrated construction excellence model as a useful tool for measuring both financial and non-financial performance aspects of construction organisations. This will provide managers, owners and other stakeholders the chance of measuring processes and pre-eminent strategic initiatives using a single model. Originality/value – The conceptual paper presents an integration of processes and perspectives for measuring performance as a new and useful tool in the context of the South African construction industry. The paper suggests that research efforts should be directed on how to implement the strategic performance model efficiently within a specific construction environment.

scholarly journals EVALUATION OF IMPLEMENTATION OF CLOUD COMPUTING in PT. SUPRANUSA SINDATA

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Andika Ramadhan
Keyword(s):  
Cloud Computing ◽  
Performance Measurement ◽  
Systems Engineering ◽  
Balanced Scorecard ◽  
Business Performance ◽  
Computing System ◽  
Performance Measurement System ◽  
Computing Technique ◽  
Strategic Performance ◽  
Cloud Computing System

THE RESEARCH OBJECTIVES in this thesis is as evaluation of the implementation of Cloud Computing which has been in implementation in PT. Supranusa Sindata in order to develop into better again. METHODS were used in this study include the collection of journals and books as reference or grounding in analyzing. Data obtained from questionnaires to 100 respondents. The data were analyzed using factor analysis method after continued using regression analysis and designed with the IT Balanced Scorecard method. RESULTS OBTAINED is a form factor that can be used by PT. Supranusa Sindata to evaluate the implementation of Cloud Computing, technique systems engineering factors of cloud computing, cloud computing system management, performance measurement system of cloud computing, cloud computing system effectiveness. CONCLUSION with the model that can be used to evaluate the implementation of cloud computing and the design of strategic performance measurement using IT Balanced Scorecard is expected to grow so will affect the company's business performance and increase employee knowledge.

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