scholarly journals Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity–The Case of AGS

Water ◽  
2021 ◽  
Vol 13 (22) ◽  
pp. 3159
Author(s):  
João Faria Feliciano ◽  
André Marques Arsénio ◽  
Joana Cassidy ◽  
Ana Rita Santos ◽  
Alice Ganhão
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Indicators ◽  
National Average ◽  
Benchmark Data ◽  
Aging Index ◽  
Two Factors ◽  
Human Capacity ◽  
Operational Capacity

Digitalization and knowledge management in the water sector, and their impacts on performance, greatly depend on two factors: human capacity and digital maturity. To understand the link between performance, human capacity, and digital maturity, six AGS water retail utilities were compared with all Portuguese utilities using Portuguese benchmark data (2011–2019). AGS utilities achieved better results, including in compound performance indicators, which are assumed to be surrogates for digital maturity. These compound indicators were also found to correlate positively with better performance. In fact, AGS utilities show levels of non-revenue water (NRW) (<25%) below the national median (30–40%), with network replacement values similar to the national median (<0.5%). These results seem to imply that higher digital maturity can offset relatively low network replacement levels and guarantee NRW levels below the national average. Furthermore, regarding personnel aging index and digital maturity—two internally developed indicators—there was an increase in the digital maturity and aging of the staff, which, again, raises questions about long-term sustainability. The growing performance and the slight increase in digital maturity can be attributed to group-wide capacity building and digitalization programs that bring together staff from all AGS utilities in year-long activities.

scholarly journals REFORMASI SUMBER DAYA MANUSIA: KONSEP DAN STRATEGI PERUBAHAN UNTUK INDONESIA MAJU

2019 ◽  
Vol 1 (2) ◽  
pp. 69-86
Author(s):  
Joko Tri Nugraha
Keyword(s):  
Developing Countries ◽  
Human Resources ◽  
Human Resource ◽  
Performance Indicators ◽  
Administrative Reform ◽  
Qualitative Descriptive ◽  
The Government ◽  
Long Term Impact ◽  
Positive Results

Administrative reform in the developing countries becomes a necessity and focus ofgovernments. The term administrative reform contains meanings, varied in functions,but also brings debate that has never been completed among practitioners, societiesand theorists. Administrative reform aims to improve the performance of individuals,groups and institutions. One of the administrative reform agendas is to improve thesalary of state apparatuses. However, the government does not have yet any payrollregulation of state apparatuses that relate their workload and proper reward.Consequently, its long-term impact is to bring down the spirit, work ethic and workdiscipline among the state apparatuses which are supposed to have high productivityand discipline. This article aims to explain the concept of administration reform fromthe perspective of human resources, as well as the change strategy for the developmentof Indonesia. It applied major theories of administrative reform and bureaucracy aswell as human resource management. The method used is qualitative descriptive, withresearchers as a tool based on literature studies. The results of this study show thatadministrative reform in the context of bureaucracy reform is not a new issue. Manyministries and institutions have implemented administrative reform, but not yetoptimally gave positive results. The implications of this study is that bureaucracyreform should involve stakeholders in formulating performance indicators as well asthe institutionalization of values and bureaucratic culture oriented towards the publicinterest.

scholarly journals Pengaruh Knowledge Management terhadap Performa Kinerja Organisasi: Studi Kasus pada PT Ericsson Indonesia

2012 ◽  
Vol 3 (1) ◽  
pp. 444
Author(s):  
Stephanus Stephanus
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Human Resources ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Primary Determinant ◽  
And Performance ◽  
Or Organization ◽  
A Company

Human resources are the most important asset as the primary determinant of long-term corporate success. Therefore, any efforts to improve the effectiveness and performance of employees in a company or organization are also important factors in improving the the company's capacity of available Intellectual Capital. In addition, learning environment holds important implications for improving organizational performance in a company, especially when associated with knowledge Management that can be used as a learning enabler undertaken by their employees. This paper discusses the relationships between the learning environment and the increase of organizational performance associated with the company’s knowledge management.

TOWARDS AN INSTITUTE OF TECHNOLOGY: A KNOWLEDGE MANAGEMENT SYSTEM CHALLENGES IN THE PERSPECTIVE OF ACADEMIC AND STUDENT ADMINISTRATION BUREAU

2016 ◽  
Vol 78 (6-3) ◽  
Author(s):  
Mariana Simanjuntak ◽  
Santi Agustina Manalu ◽  
Roy Deddy Hasiholan Tobing
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Human Resources ◽  
Management System ◽  
Education Institution ◽  
Knowledge Management System ◽  
Management Processes ◽  
Institute Of Technology ◽  
Technology And Communication

Nowadays, Knowledge Management System (KMS) can be used in higher education as a strategy framework reflecting the comprehensive and integrated understanding with long-term paradigm to attain institution mission. KMS practices require long processes, management processes, human resources, information technology and communication which holistically constitute the valuable assets in sharing information, knowledge, and experience to achieve the effective knowledge management. One strategy to KMS involves continuously implementing sharing information, knowledge, and experience supported by information system as the holistic effort for organization development. This study aims to explore the challenges faced by the transformation of a higher education institution process from polytechnic into an institute of technology, particularly in the working area of the academic and student administration bureau. The main focus of those challenges is of KMS perspectives to become part of the organization’s culture. The exploration elaborates the concepts of KMS and compares them to the organization conditions.  

scholarly journals Development of Corporate Governance Performance Indicators for Czech Manufacturing Companies

2015 ◽  
Vol 6 (1) ◽  
pp. 57-72 ◽  
Author(s):  
Marie Pavláková Docekalová ◽  
Alena Kocmanová ◽  
Jirí Kolenák
Keyword(s):  
Corporate Governance ◽  
Performance Indicators ◽  
Codes Of Conduct ◽  
Key Performance Indicators ◽  
Manufacturing Companies ◽  
Strategic Objectives ◽  
Two Factors ◽  
Key Indicators ◽  
The Relationship

Abstract Effective corporate governance is a key element in achieving long-term success for any company. The codes of conduct that corporate governance adopts directly determine the sustainability of business activities. With this in mind, this paper aims to demonstrate the results of research that identifies a set of key indicators of corporate governance performance. The presented research is quantitative. In order to identify key performance indicators, factor analysis was employed. It was found that corporate governance performance is influenced by two factors. For the first factor, the relationship between corporate governance and stakeholders is measured by key indicators: percentage of women within CG, contributions to political parties, politicians and related institutions and number of complaints received from stakeholders. The second factor, strategy & compliance, is generated from the following: percentage of strategic objectives met and total number of sanctions for breaching the law. This research aims to assist both academic and corporate practitioners who want to improve corporate governance performance and, through the use of key performance indicators, support the transparency and sustainability of their business.

scholarly journals Knowledge management in local government: The case of Stellenbosch Municipality

2010 ◽  
Vol 12 (1) ◽  
Author(s):  
Shamin Gaffoor ◽  
Fanie Cloete
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Local Governments ◽  
Organisational Culture ◽  
Management Approach ◽  
Successful Implementation ◽  
Organisational Structure ◽  
Management Philosophy ◽  
Organisational Effectiveness

Knowledge management (KM) was a well-founded management approach that held significant benefits for public sector organisations. KM as a management philosophy had an impact on various components of an organisation and it could therefore significantly advance organisational efficiency. The successful implementation of KM initiatives had to be ensured because, different organisational processes and departments had to collaborate and functional silos had to be eliminated. KM required long-term commitment and dedication from all organisational members. Furthermore, there were certain knowledge management enablers in an organisation that needed to be developed and that were necessary for the achievement of organisational effectiveness. These enablers were the organisational culture, human resources, information technology, organisational structure and, the organisation’s strategy and leadership. This article assessed each of these enablers and how they impacted on an organisation’s KM efforts. Stellenbosch Municipality was used as a case in point. The article further examined how local governments were able to effectively implement KM practices as strategic tools used to achieve service delivery and operational goals. The article concluded with a number of recommended strategies, (1) to develop the KM enablers that were present in organisations and (2) to aid the implementation of successful organisational KM initiatives.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

scholarly journals Public reporting of performance measures in long-term care in Canada: does it make a difference?

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
M Poldrugovac ◽  
J E Amuah ◽  
H Wei-Randall ◽  
P Sidhom ◽  
K Morris ◽  
...  
Keyword(s):  
Performance Measures ◽  
Performance Indicators ◽  
Long Term Care ◽  
Public Reporting ◽  
Policy Implications ◽  
Term Care ◽  
Factors Affecting ◽  
Care Facilities ◽  
The Impact

Abstract Background Evidence of the impact of public reporting of healthcare performance on quality improvement is not yet sufficient to draw conclusions with certainty, despite the important policy implications. This study explored the impact of implementing public reporting of performance indicators of long-term care facilities in Canada. The objective was to analyse whether improvements can be observed in performance measures after publication. Methods We considered 16 performance indicators in long-term care in Canada, 8 of which are publicly reported at a facility level, while the other 8 are privately reported. We analysed data from the Continuing Care Reporting System managed by the Canadian Institute for Health Information and based on information collection with RAI-MDS 2.0 © between the fiscal years 2011 and 2018. A multilevel model was developed to analyse time trends, before and after publication, which started in 2015. The analysis was also stratified by key sample characteristics, such as the facilities' jurisdiction, size, urban or rural location and performance prior to publication. Results Data from 1087 long-term care facilities were included. Among the 8 publicly reported indicators, the trend in the period after publication did not change significantly in 5 cases, improved in 2 cases and worsened in 1 case. Among the 8 privately reported indicators, no change was observed in 7, and worsening in 1 indicator. The stratification of the data suggests that for those indicators that were already improving prior to public reporting, there was either no change in trend or there was a decrease in the rate of improvement after publication. For those indicators that showed a worsening trend prior to public reporting, the contrary was observed. Conclusions Our findings suggest public reporting of performance data can support change. The trends of performance indicators prior to publication appear to have an impact on whether further change will occur after publication. Key messages Public reporting is likely one of the factors affecting change in performance in long-term care facilities. Public reporting of performance measures in long-term care facilities may support improvements in particular in cases where improvement was not observed before publication.

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