scholarly journals Alignment of Knowledge Management and Performance Management System (Case Study: PT.X)

2019 ◽  
Vol 3 (1) ◽  
pp. 40-48
Author(s):  
Atikah Aghdhi Pratiwi
Keyword(s):  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Knowledge Database ◽  
Critical Knowledge ◽  
And Performance ◽  
Hierarchy Process ◽  
A Company ◽  
Knowledge Audit

Purpose: Improve company’s performance by capturing critical knowledges of employee in each Department. Design/methodology/approach: Knowledge audit is used to capture the knowledge database, and Analytical Hierarchy Process (AHP) is used to obtain critical knowledge. Findings: The results show that there are 30 points knowledges with 3 critical knowledges in the Department of Production. Research limitations/implications: The study focused only on E-Print product, especially for Department of Production. Practical implications: Knowledge is one of intangible assets in a company. Aligning knowledge with performance management system will support the company to achieve it’s goaals and the sustainability of the company.   Paper type: This paper can be categorized as case study paper.

scholarly journals Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

2022 ◽  
Vol 14 (1) ◽  
pp. 482
Author(s):  
Erlin Trisyulianti ◽  
Budhi Prihartono ◽  
Made Andriani ◽  
Kadarsah Suryadi
Keyword(s):  
Performance Management ◽  
Circular Economy ◽  
Management System ◽  
Secondary Data ◽  
Primary Data ◽  
Performance Management System ◽  
Strategic Objectives ◽  
Management Framework ◽  
Sustainable Performance ◽  
And Performance

The circular economy concept needs to be part of the performance management system so that it is in line with a company’s vision and mission. Thus, the circular economy will play an important role at the operational level of companies. The circular economy needs to be internalized, starting by formulating the company’s vision and mission, establishing strategic objectives and performance indicators, and creating resource allocation policies. This research aims to design a sustainable performance management system in the context of a circular economy for state-owned plantation enterprises (SOPEs). This study used a qualitative research coding method that was validated in three SOPEs in Indonesia. Validation was performed by comparing the framework based on the conceptual formulation with the data and information obtained during field assessment. Primary data came from interviews with 15 managers, while secondary data came from official company documents. The research results show that the initial framework that was built is in accordance with the results of the exploration of the circular economy strategic objectives in the three SOPEs. The results of the 100 percent validation and perception test of managers on the range of values are important. Therefore, the proposed framework can be used in SOPE.

scholarly journals The Conceptual Framework of a Knowledge-Based Performance Management System

2010 ◽  
Vol 12 (3) ◽  
pp. 393
Author(s):  
Dermawan Wibisono ◽  
Mohammed K. Khan
Keyword(s):  
Performance Management ◽  
Strategic Alliances ◽  
Management System ◽  
Gap Analysis ◽  
Management Control ◽  
Performance Management System ◽  
Parent Firm ◽  
Knowledge Based ◽  
System 2 ◽  
Hierarchy Process

Designing a Performance Management System (PMS) is anintegral part of management control systems. This paper presents ahybrid framework for the design of a PMS for the Indonesiancontext, and the tailor-made design is expected to overcome theshortcomings of earlier models. The present hybrid PMS modelseeks to improve the earlier research models using the followingnovel approaches: (1) implementation of a Knowledge-Based (KB)expert system, (2) Gauging Absences of Prerequisite (GAP) analysis, and (3) Analytical Hierarchy Process (AHP) methodology in anintegrated KBPMS. The paper shows that the present hybrid (KB-AHP-GAP) approach to developing a PMS model is a realisticmethodology. The combination of the KB-AHP-GAP approachallows detailed benchmarking of the PMS existing in an Indonesiancompany. Furthermore, this approach can assist in identifying andprioritising the key decisions that need to be executed to overcomethe existing PMS shortcomings.symbiotic strategic alliances. Con-versely, affiliate firms prefer competitive strategic alliances withcompetitors when they are not dependent on the parent firm.

DEVELOPING PERFORMANCE MANAGEMENT SYSTEM WITH BALANCED SCORE CARD APPROACH: A CASE STUDY OF PT. SMART-MODULAR BUILDING INDONESIA

2020 ◽  
Vol 25 (3) ◽  
pp. 200-215
Author(s):  
Elia Oey ◽  
Daniel Tommiki ◽  
Fachrun Nisaa Widyastuti
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Continuous Improvement ◽  
Measurement System ◽  
Management System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Performance Management System ◽  
Score Card

Performance Measurement System (PMS) is essential for any organization, as it serves as guiding compass for continuous improvement. The research is a case study in a modular concrete company refining their current PMS using Balanced Score Card approach. The research developed Balanced Score Card starting from the whole company level, and then cascaded down into 3 main company activities, design, supply and construction. Measurement for 1st quarter of 2019 was done, and target and action plans for each activity were also set for the studied company

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