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.

TECHNO21: Design and Implementation of a New Performance Management System

2021 ◽  
pp. 097282012199495
Author(s):  
Asfia Obaid ◽  
Saman Rahman ◽  
Asia Mehmood ◽  
Neelab Kayani
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
System Design ◽  
Performance Management ◽  
Management System ◽  
Performance Management System ◽  
Performance Levels ◽  
Strategic Objectives ◽  
Design And Implementation ◽  
The Face

The case highlights the key concerns and issues an organization may face if its performance management system (PMS) does not serve its intended purpose and how it can cause demotivation and dissatisfaction among employees and result in an overall decline in organizational performance. It also illustrates how employees’ organizational culture and perception can be as important as the system design and can present challenges even if an elaborate system is planned. In the face of increasing turmoil among employees towards management and the decreasing performance of the organization, TECHNO21 decided to change its current PMS, which seemed a difficult but necessary step to achieve the desired performance levels and overall strategic objectives of the organization.

scholarly journals Performance Management and the Integrated Development Plan of the Msunduzi Municipality in South Africa

2021 ◽  
Vol 14 (2) ◽  
pp. 161-187
Author(s):  
Halima Khunoethe ◽  
Purshottama S. Reddy ◽  
Syanda A. Mthuli
Keyword(s):  
Performance Management ◽  
Secondary Data ◽  
Poor Performance ◽  
Development Plan ◽  
Primary Data ◽  
Integrated Development ◽  
Strategic Objectives ◽  
Top Managers ◽  
Local Municipality ◽  
Policy Alignment

Abstract Poor local government performance has been detrimental to South Africa’s development. The study explores the challenge(s) the Msunduzi Local Municipality is facing in ensuring good performance necessary for achieving its planned development. The study argues that flaws in the management of performance lead to poor performance. This research was interpretivist, used a case-study strategy and adopted a qualitative design / approach. Secondary data in the form of municipal publications and primary data in the form of interview information was collected and analysed. The findings demonstrated that there is a lack of alignment between the planned development and the necessary performance to achieve it in the Msunduzi Local Municipality. The Key Performance Areas of top managers were not aligned to the Integrated Development Plan goals; Key Performance Indicators (KPIs) were internally rather than externally focused; some of the KPIs were too vague to be measurable, and there was no agreement on the top five strategic objectives of the Municipality. This research investigation sought to contribute to the limited understanding of municipal performance and development policy alignment by improving municipal service delivery in developing countries. Lessons have been learnt on the need for policy alignment based on holistic thinking.

scholarly journals Overview of Performance Management System with reference to Higher Education in Bahrain

2015 ◽  
Vol 5 (2) ◽  
pp. 104
Author(s):  
Mahmood Asad Ali ◽  
Joma Mahfod
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Employee Relations ◽  
Performance Management System ◽  
Learning And Development ◽  
Management Leadership ◽  
And Performance

This paper focus on the nature, technics and the practice of performance management system applied in the higher education in Bahrain.  Therefore, the chapter covers essential area related such as performance appraisal, promotion, rewards, and specifically: vision, mission, value and strategy; organization; employees’ talent management, leadership development; employee relations; staffing; education, learning and development; and performance management. The scope of this paper is to cover the applications of the performance management system in the Higher Education in Bahrain. The paper demonstrates the main obstacles and provide suggestion for solving the difficulties for the performance management system in higher education in Bahrain. 

scholarly journals Integrated sustainable performance management systems: A case study on Italian benefit corporations

2020 ◽  
Vol 17 (2) ◽  
pp. 65-76 ◽  
Author(s):  
Giorgia Nigri ◽  
Mara Del Baldo ◽  
Armando Agulini
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Systems ◽  
Performance Management System ◽  
Structured Interviews ◽  
Performance Management Systems ◽  
Sustainable Performance ◽  
Benefit Corporation ◽  
Benefit Corporations ◽  
Development Goals

Today, to integrate sustainable development goals into business, an overall integrated sustainable performance management system — to implement and measure these global goals — is needed. In a short timeframe, the benefit impact assessment (BIA) — elaborated by B Lab, utilized by benefit corporations (a new and emerging hybrid type of prosocial business) and adopted by the United Nations — became the most comprehensive indicator to evaluate company practices against SDGs. Italy was the first sovereign country to insert the benefit corporation legislation after the US and analyze the effectiveness of the BIA. This prompted us to address our attention to the integration of benefit-driven indicators, adopted by Italian B Corps into their performance management systems, and to analyze if these indicators are used by managers to support internal decision-making. To achieve this goal, cross-sector semi-structured interviews were conducted in seven Italian certified benefit corporations. Relevant to both researchers and practitioners, our review provides a useful snapshot of how the BIA is developing as an assessment and how value-based organizations are moving toward an integrated sustainable performance management system.

scholarly journals A Study of Performance Management System as a Strategic Tool of HRM

2020 ◽  
Vol 3 (10) ◽  
pp. 155-157
Author(s):  
Ashwini Walhekar ◽  
Anita Khatke
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Management System ◽  
High Performance ◽  
Performance Management System ◽  
Traditional Role ◽  
High Performer ◽  
Effective Performance ◽  
And Performance ◽  
New System

In present hard-hitting competition, one of the strategies to be a successful organization is to get right candidates for every available position in the organization and retain the good employees to have better and highly motivated workforce. So what actually needed for an organization and managers is to attract, retain and motivate a talented workforce? It is proven fact that all high performance organizations whether public or private are and must be focus on developing and adopting effective performance measurement and performance management system; because it is only with the help of these systems organization can remain high performer. Now-a-days, in any industry whether small or big, human resource management not just plays traditional role but they are using various strategical tools of HRM to evaluate its employees’ performance and manage it accurately with a new system in the field of HRM known as Performance Management System (PMS). PMS helps the organization in aligning individual’s goal and objectives with organizational objectives. This paper deals with how PMS can be utilized for taking various strategic HR decisions and the effectiveness of PMS. The result of the study shows that a performance management system acts as a strategic tool and a powerful foundation for the employees to achieve their ambitions and organizations to achieve their key financial goals.

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