scholarly journals Pentingnya Ukuran Kinerja Nonfinansial dalam Balanced Scorecard, Komitmen Organisasi, dan Kinerja Manajerial

2020 ◽  
Vol 5 (2) ◽  
pp. 210-221
Author(s):  
Praja Hadi Saputra ◽  
Hamid Bone ◽  
Linayati Lestari
Keyword(s):  
Performance Evaluation ◽  
Organizational Commitment ◽  
Balanced Scorecard ◽  
Employee Performance ◽  
Performance Measurement System ◽  
Valuable Insight ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Nonfinancial Measures ◽  
And Performance

This study investigates the role of the degree of importance of using nonfinancial performance measures (in Balanced Scorecard) by superiors for performance evaluation in influencing employee performance through organizational commitment. This study adopted a quantitative research design and conducted a cross-sectional survey by questionnaire to collect responses from 118 local managers in Samarinda, Indonesia. Based on PLS analysis, the results of this study indicate that the use of nonfinancial measures in Balanced Scorecard for performance evaluation is significantly affect employee organizational commitment and directly affect managerial performance through organizational commitment. The results also prove that organizational commitment has a mediation role in the relationship between nonfinancial measures and performance. This study provides valuable insight that the degree of importance of the use of nonfinancial measures by superiors to evaluate performance can improve employee commitment and performance. Practically, the results provide an overview for superiors to be more comprehensive in developing a performance measurement system because the system has a crucial role in influencing employee behavior.

scholarly journals Effects of Motivation on the Performance of Employees of Ecobank Ghana Limited. Knust Branch and Stadium Branch

2016 ◽  
Vol 4 (1) ◽  
pp. 111 ◽  
Author(s):  
Mrs. Loretta Sarpong
Keyword(s):  
Employee Performance ◽  
Case Study Research ◽  
Simple Random Sampling ◽  
Working Environment ◽  
High Expectation ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Working Day ◽  
And Performance

<p><em>This</em><em> </em><em>study, the </em><em>effect of motivation on the performance of employees of Ecobank Limited, KNUST Branch</em><em> </em><em>and Stadium branch was aimed at assessing motivation and its effect on employee performance. The sample size for the study was thirty</em><em> </em><em>employees from both branches. </em><em>Probability sampling and simple random sampling techniques were used to select the </em><em>respondents of the questionnaires. The cross-sectional survey and a case study research </em><em>design were used for the study. </em><em>The study revealed that indeed there is a </em><em>relationship between motivation and performance and aside the known fact that money is the </em><em>key amongst the motivational factors to employees, it was realized that employees are </em><em>gradually becoming particular about trust, respect and high expectation, recognition and </em><em>appreciation and good working environment. The study also revealed that, management can </em><em>make use of different strategies and policies to motivate employees in the banking environment. Employees are interested in enhanced salaries, housing loan, fringe benefits, promotion and car loans as motivating elements sufficient to push employees of the bank to give out their best. The study recommended that employees are involved in all the decisions affecting their lives and concluded that,</em><em> </em><em>86.7% of the respondents said that they enjoyed going to work every working day and indicated that their behavior is as a result of the various motivational packages available for being</em><em> </em><em>present throughout the year</em><em>.</em><em></em></p>

scholarly journals Faktor yang mempengaruhi niat menggunakan teknologi Balanced Scorecard (BSC) oleh para level manajer sektor kesehatan di Indonesia

2019 ◽  
Vol 3 (2) ◽  
pp. 60
Author(s):  
Fitri Emi Sri Parastri
Keyword(s):  
Balanced Scorecard ◽  
Behavioral Intention ◽  
Sampling Technique ◽  
Performance Measurement System ◽  
Organizational Strategies ◽  
High Concentration ◽  
Cross Sectional ◽  
The Balanced Scorecard ◽  
Cross Sectional Design ◽  
And Performance

The health care industry is a capital-intensive, labor-intensive, and full information, with performance information that requires high concentration and attention from the health manager. Balanced Scorecard (BSC) is an importance technological innovation as a performance measurement system that strategically and allow manager translate organizational strategies into the mission and performance indicators with reality acceptance and its own variation response among users. The aim of this study is to determine the factor of affecting hospital managers’ behavior intention in implementing the balanced scorecard. This research type was quantitative with cross sectional design. The sampling technique using purposive sampling. The samples were 60 respondents. The data collected by questionnaires analyzed with multiple linear regression test. The quantitative analysis’ results of 60 samples showed that a simultaneous influence of easy perceive of using and usefulness perceive on behavioral intention in implementing BSC (Sig = 0,000 < 0,05) and easy perceive of using have influence on perceive of usefulness (Sig = 0,000 < 0,05). While partially easy perceive of using and usefulness perceive was affected toward behavioral intention is about (Sig = 0,422 > 0,05) and (Sig = 0,001 < 0,05), on the other side, the easy perceive of using have influence toward usefulness perceive (Sig = 0,000 < 0,05). The conclution was the hospital manajer's perception of the easy of use of BSC and the use of the manajer together have a significant impact on the manajer's behavioral intention to implement the BSC. The hospital manajer's perception of easy of use of the BSC had no significant effect on the intention to implement the BSC.

Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1070-1096
Author(s):  
Friday Ogbu Edeh ◽  
Joy Nonyelum Ugwu ◽  
Isaac Monday Ikpor ◽  
Anthony Chukwuma Nwali ◽  
Chimeziem C. Gabriela Udeze
Keyword(s):  
Fast Food ◽  
Employee Performance ◽  
Simple Random Sampling ◽  
Organisational Culture ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Market Culture ◽  
Culture Dimensions ◽  
Clan Culture ◽  
Fast Food Restaurants

This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.  

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

scholarly journals The Moderating Effect of Procedural Justice on the Effectiveness of the Balanced Scorecard in Improving Managerial Performance through Organizational Commitment

2010 ◽  
Vol 12 (3) ◽  
pp. 415
Author(s):  
Supriyadi Supriyadi
Keyword(s):  
Organizational Commitment ◽  
Procedural Justice ◽  
Balanced Scorecard ◽  
Moderating Effect ◽  
Managerial Performance ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Nonfinancial Measures ◽  
The Impact ◽  
The Relationship

This study extends prior studies on the effectiveness of theBalanced Scorecard (BSC) to improve managerial performancedone by Lau and Mosser (2008) and Lau and Sholihin (2005).Specifically, the study empirically tests the moderating effects ofprocedural justice on the relationship between the financial andnonfinancial dimensions of BSC and managerial performance. Italso tests the impact of organizational commitment on performance.Based on survey data from 76 respondents, the results indicate thatperceived procedural justice in the use financial and nonfinancialdimensions of the BSC is associated with managers’ organizationalcommitment. It further finds that organizational commitment ispositively related to performance. The study extends the literatureby providing empirical evidence about the moderating effect ofprocedural justice on the relationship between the financial andnonfinancial dimensions of BSC and organizational commitment.Keywords: balanced scorecard; organizational commitment; financial measures;managerial performance; moderating effect; nonfinancial measures;procedural justice

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Helen Elena Jekelle ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

scholarly journals Leadership Styles Dimensions and Organizational Commitment Nexus: Evidence from a Public Sector in Nigeria

2021 ◽  
Author(s):  
Helen Elena Jekelle
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Laissez Faire ◽  
Transformational Leadership Style ◽  
The Impact

Scholarly works have shown that one of the outstanding factors of organizational commitment has been leadership, which relates to the style adopted by the leader and the impact it has on the commitment level of employees for performance. The aim of this research was to explore the effect of leadership styles on organizational commitment. Transformational, transactional, and laissez faire styles of leadership were examined. A cross-sectional survey of 151 employees at a public sector agency in Abuja, Nigeria, was conducted. The research employed a quantitative approach to the collection of data using questionnaire administration. All questionnaire items were assessed using the five-point Likert scale. Inferential statistics in research was carried out using multiple regression technique to substantiate the survey findings. Based on the Great man theory, Contingency theory and Behavioural theory, the study confirms that transformational, transactional and laissez faire leadership styles and organizational commitment were statistically associated. In terms of contribution to the model, the explanatory variables jointly contributed 68.2 percent in explaining organizational commitment. On individual contribution, transformational leadership style contributed the most, 58.6 percent to the model while transactional leadership style contributed 11.8 percent to the model and finally laissez-faire leadership style contributed 11.2 percent to organizational commitment in the study context. The study therefore recommends that AEA should use continuous transformational leadership style practices to sustain high employee commitment and organizational effectiveness. Also, AEA should apply a bit of both transactional and laissez faire leadership styles from time to time depending on the situation of things at the workplace as there is no particular leadership style that is one-size fit all but depends on situation at hand. One realistic implication that could be learned from this study is that in order to minimize employee turnover, managers need to implement affirmative strategies that will benefit the establishment.

The influence of export information use on export knowledge and performance

2005 ◽  
Vol 23 (2) ◽  
pp. 200-219 ◽  
Author(s):  
Kjell Toften
Keyword(s):  
Export Performance ◽  
Information Use ◽  
Postal Survey ◽  
Export Market ◽  
Market Information ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Seafood Industry ◽  
And Performance

PurposeTo test empirical relationships between export market information use and export knowledge and export performance.Design/methodology/approachConfirmatory factor analysis, using LISREL 8.50, based on a postal survey. The setting selected was the Norwegian seafood industry, mainly consisting of a number of small and medium‐sized firms with a strong export dependency.FindingsThe results indicate that “instrumental/conceptual” use of information positively affects both export knowledge and export performance, while “symbolic” use does not affect either. Export knowledge is found to have no direct influence on export performance in this study.Research limitations/implicationsFor generalisation purposes, longitudinal studies in multiple settings would be preferable to this cross‐sectional survey in a specific setting.Practical implicationsFirms accumulate knowledge and expertise by integrating and incorporating information that has been processed, interpreted and used. This study underscores the importance, for success in export markets, of a commitment to systematically generating, disseminating and responding to export market information. There are clear implications for the management of market intelligence and planning, to enhance the firm's performance.Originality/valueProvides a better understanding of export market information use and its consequences, by integrating it with the concepts of export knowledge and export performance, and testing their structural relations.

An empirical investigation of buyer–supplier relationship typologies and their behavioral and performance outcomes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jin Li ◽  
Linlin Chai ◽  
Chanchai Tangpong ◽  
Michelle Hong ◽  
Rodney D. Traub
Keyword(s):  
Performance Measures ◽  
Online Survey ◽  
Performance Outcomes ◽  
Superior Performance ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Behavioral Dynamics ◽  
And Performance ◽  
Supplier Relationship

Purpose This study aims to examine empirically the existence of four classical and four emerging buyer–supplier relationship (BSR) types and how they differ in terms of behavioral dynamics and performance measures. Design/methodology/approach This study uses an online survey to collect data from 371 purchasing managers in the USA. Findings A cluster analysis statistically supports the existence of five of these eight BSR types, including strategic/bilateral partnership, market/discrete, supplier-led collaboration, captive supplier/buyer dominant and captive buyer/supplier dominant BSRs. Further, ANOVA tests show that these five BSRs differ in terms of behavioral outcomes and performance measures. Research limitations/implications This study is based on a cross-sectional survey so it cannot examine how these BSR types may evolve over time, and it is not suitable to examine some rare types of BSRs. In addition, this study does not consider contextual factors that may moderate the influence of BSR types on the behavioral dynamics and performance measures. Practical implications Managers should consider the potential to be able to develop and enhance a strategic/bilateral relationship with their supply chain partners, which in at least some circumstances can lead to superior performance results. Similar observations can be made with respect to supplier-led and, to a lesser degree, buyer-led collaboration. Originality/value Most existing research of the BSR types is largely a product of theoretical classifications, and there is also a lack of research of their performance implications. This study fills these gaps in the literature.

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