A Framework and Architecture for Performance Management in Virtual Organizations

2019 ◽  
pp. 1-20
Author(s):  
Amin Kamali ◽  
Gregory S. Richards ◽  
Bijan Raahemi ◽  
Mohammad H. Danesh
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Business Process ◽  
Data Exchange ◽  
New World ◽  
Virtual Organization ◽  
Virtual Organizations ◽  
Performance Data ◽  
New Challenges ◽  
Traditional Approaches

Virtual organizations are becoming common in the new world of work characterized by modern data exchange capabilities. These organizations face new challenges in information sharing that traditional approaches cannot address. This research proposes a framework and architecture for providing performance data to partners in virtual organizations. The framework aligns the activities of partners in a virtual organization at three different layers and defines common performance measurement indicators at each layer. It also proposes an implementation architecture that enables inter-organizational performance management in collaborative environments. The proposed architecture is validated through a prototype developed using IBM business process and business intelligence products.

scholarly journals The Orchestration of Corporate Performance Management and Business Process Management and Its Effect on Perceived Organizational Performance

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110401
Author(s):  
Jurij Jaklič ◽  
Vesna Bosilj-Vukšić ◽  
Jan Mendling ◽  
Mojca Indihar Štemberger
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Corporate Performance ◽  
Novel Studies ◽  
Conceptual Connection ◽  
Management Approaches ◽  
The Impact

Various management approaches have been proposed to maintain good organizational performance on a continuous basis, with corporate performance management (CPM) and business process management (BPM) being two major groups. While the conceptual connection between CPM and BPM might see obvious, their actual empirical connection with performance remains poorly understood. In this article, we address this gap and develop a theoretical model that explicates the causal paths from CPM via BPM toward organizational performance in terms of a set of hypotheses. Based on a survey, we find that the effect of CPM on organizational performance is largely mediated by CPM-BPM orchestration and process performance. With this study, we respond to recent calls for novel studies in this area and highlight the impact of well-orchestrated CPM and BPM initiatives on organizational performance.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Performance Management Transformation

2020 ◽  
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
High Performance ◽  
Best Practice ◽  
Call To Action ◽  
Daily Work ◽  
The Past ◽  
Great Debate ◽  
The Subject ◽  
New Research

No other talent process has been the subject of such great debate and emotion as performance management (PM). For decades, different strategies have been tried to improve PM processes, yielding an endless cycle of reform to capture the next “flavor-of-the-day” PM trend. The past 5 years, however, have brought novel thinking that is different from past trends. Companies are reducing their formal processes, driving performance-based cultures, and embedding effective PM behavior into daily work rather than relying on annual reviews to drive these. Through case studies provided from leading organizations, this book illustrates the range of PM processes that companies are using today. These show a shift away from adopting someone else’s best practice; instead, companies are designing bespoke PM processes that fit their specific strategy, climate, and needs. Leading PM thought leaders offer their views about the state of PM today, what we have learned and where we need to focus future efforts, including provocative new research that shows what matters most in driving high performance. This book is a call to action for talent management professionals to go beyond traditional best practice and provide thought leadership in designing PM processes and systems that will enhance both individual and organizational performance.

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.

Does Managerial Use of Performance Information Matter to Organizational Outcomes?

2021 ◽  
pp. 027507402110488
Author(s):  
Xu Han ◽  
Donald Moynihan
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
School Performance ◽  
Public Management ◽  
School Principals ◽  
Organizational Outcomes ◽  
Performance Information ◽  
High Stake ◽  
The Relationship ◽  
Objective Indicators

Public management scholars have made impressive strides in explaining managerial usage of performance information (PI). Does such PI use matter to performance? If so, what types of use make a difference? To answer these questions, we connect managerial self-reported behavior with objective organizational outcomes in Texas schools. We control for lagged comparative school performance and employ inverse probability weighting to mitigate endogeneity concerns. The results show that managerial use of PI is associated with objective indicators of performance, and that the type of use matters. In particular, school principals’ use of PI for strategic planning is positively associated with better high-stake test scores. The findings suggest that maturity of performance management system can shape the relationship between managerial PI use and organizational performance, thereby contributing to a contingency-based understanding of the relationship between performance management and organizational performance.

Value–based Total Performance Excellence Model: An Overview

2012 ◽  
Author(s):  
Mohd Rashid Ab Hamid ◽  
Zainol Mustafa ◽  
Nur Riza Mohd. Suradi ◽  
Mokhtar Abdullah ◽  
Wan Rosmanira Ismail ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Core Values ◽  
Performance Measurement System ◽  
Performance Excellence ◽  
Performance Management Systems ◽  
National Quality ◽  
Quality Award ◽  
Total Performance ◽  
National Quality Award

Dewasa ini, kebanyakan organisasi bersaing demi kelangsungannya. Oleh yang demikian, pelbagai sistem pengurusan prestasi yang sesuai diambil untuk diaplikasikan ke dalam organisasi. Terdapat banyak model kecemerlangan prestasi yang hanya tertumpu kepada pengukuran yang melibatkan aspek lahiriah sahaja seperti Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize dan Model Kanji. Walau bagaimanapun, pengukuran aspek bukan lahiriah atau intangibles juga penting dan perlu diberi perhatian dalam meningkatkan prestasi organisasi. Kertas kerja ini membincangkan nilai–nilai teras dalam VBTPEM dan mengenal pasti nilai–nilai teras sedia ada di universiti–universiti di Malaysia. Model ini memberikan output kedudukan keseluruhan dan pencapaian universiti berdasarkan nilai teras yang diukur dan mengenal pasti proses penambahbaikan yang perlu dilakukan berdasarkan petunjuk nilai teras. Kata kunci: Sistem pengurusan prestasi; Model Pengukuran Prestasi Berasaskan Nilai Teras (VBTPEM) Today, organizations are competing for the survival. They adopt various performance management systems that best suit their undertakings. There are many performance models which lean towards measuring tangible aspects such as Malcolm Baldridge National Quality Award (MBNQA), European Quality Award (EQA), Deming Prize and Kanji’s Model. However, the measurements of intangible aspects are also important and should be heeded to optimize the organizational performance. This paper discusses the preliminary implementation of the Performance Measurement System (PMS) which showcases an overview of intangible aspects i.e. organizational core values through Value–Based Total Performance Excellence Model (VBTPEM) and identification of existing core values in Malaysian universities. This model will reveal overall standings and achievements of the public universities and indicate opportunities for further improvements based on the value–based indicators. Key words: Performance management system; Value–Based Total Performance Excellence Model (VBTPEM)

scholarly journals Recognition and ranking of organizational performance management based on process-driven approach in state organization

2020 ◽  
Vol 8 (16) ◽  
pp. 607-627
Author(s):  
Taghi Mohammadi ◽  
Nader Bohlooli ◽  
Jafar Beikzad ◽  
Gholamreza Rahimi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Organizational Factors ◽  
Performance Model ◽  
Three Dimensions ◽  
Expert Interview ◽  
Comprehensive Performance ◽  
Inconsistency Rate ◽  
State Organizations ◽  
State Organization

Performance evaluation and the presentation of a comprehensive performance model have always been considered as one of the important concerns of managers. The provision of a comprehensive performance model at the level of state organizations is a matter that has been investigated for many years. The main purpose of this study is recognition and ranking of organizational performance management based on process driven approach in state organizations. This model has been proposed in three dimensions: individual, group and organizational. For this purpose, first, the identification of components has been concerned. So, expert interview tool has been used. In the second part, 384 experts from state organizations were used to examine the fitness of the model. The results of examining of the fitness of the model illustrated that the final model has a suitable statistical fitness. Finally, in order to prioritize the components of the research, analytical hierarchy method and expert choice software were used. The results exhibited that the inconsistency rate at this stage was calculated at the level of 0.09, which indicates the suitability of pairwise of comparisons situation. Organizational factors with weight of 0.48, individual factors with weight of 0.3, and group factors with weight of 0.22 have the highest and lowest weight among the main dimensions respectively.

scholarly journals What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

2020 ◽  
Author(s):  
Nadeem Akhtar ◽  
Syed Muhammad Azeem ◽  
Abdullah F. Bassiouni ◽  
Teoh Kok Ban ◽  
Adbulkhaliq Alvi
Keyword(s):  
Saudi Arabia ◽  
Organizational Performance ◽  
Employee Commitment ◽  
Industrial Sector ◽  
Performance Data ◽  
Mediating Role ◽  
Hr Practices ◽  
Structured Questionnaire

A structured questionnaire was used to collect data on HR practices, employee commitment, and organizational performance. Data was collected from the 759 employees of the industrial sector in Saudi Arabia.<br>

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