Methodical aspects of strategic performance measurement of the metallurgical enterprises

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.

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Strategic performance measurement

Contemporary Issues in Strategic Management ◽

10.4324/9781315674827-12 ◽

2018 ◽

pp. 228-248

Author(s):

Paul Phillips ◽

Luiz Moutinho

Keyword(s):

Performance Measurement ◽

Strategic Performance

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

Behavioral Research in Accounting ◽

10.2308/bria-50501 ◽

2013 ◽

Vol 25 (2) ◽

pp. 115-143 ◽

Cited By ~ 16

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.

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