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.

Performance Management Systems in Mexico

2012 ◽  
pp. 219-229
Author(s):  
Anabella Davila ◽  
Marta M. Elvira
Keyword(s):  
Best Practices ◽  
Organizational Performance ◽  
Performance Management ◽  
Organizational Factors ◽  
Evolution Process ◽  
Management Systems ◽  
Role Performance ◽  
Performance Management Systems ◽  
Strategic Role ◽  
Organizational Levels

The purpose of this chapter is to understand the strategic role performance management systems play in organizations, and to identify the evolution process and the organizational factors involved in the implementation of those systems in Mexico. The authors identify the best-known appraisal tools in Mexico, the issues related to organizational performance, and those linked to the superior-subordinate relationship. They discuss those topics in terms of macro-organizational and micro-organizational levels and draw lessons for developing best practices for performance management systems in Mexico.

Analysis of relations in the state sector of Russian public procurement

2018 ◽  
pp. 106-126
Author(s):  
O. V. Anchishkina
Keyword(s):  
Current Practice ◽  
Public Procurement ◽  
The State ◽  
Market Failures ◽  
Administrative System ◽  
State Sector ◽  
Contractual Relations ◽  
State Organizations ◽  
State Organization ◽  
Negative Factors

The paper deals with a special sector of public procurement — G2G, in which state organizations act as both customers and suppliers. The analysis shows the convergence between contractual and administrative relations and risks of transferring the negative factors, responsible for market failures, into the administrative system, as well as the changing nature of the state organization. Budget losses in the sector G2G are revealed and estimated. There are doubts, whether the current practice of substitution of market-based instruments for administrative requirements is able to maintain integrity of public procurement in the situation of growing strategic challenges. Measures are proposed for the adjustment and privatization of contractual relations.

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.

Performance management in public universities: overcoming bureaucracy

2018 ◽  
Vol 67 (4) ◽  
pp. 736-753 ◽  
Author(s):  
Nunzio Angiola ◽  
Piervito Bianchi ◽  
Letizia Damato
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Organizational Factors ◽  
Public University ◽  
Management Systems ◽  
Management Tools ◽  
Performance Levels ◽  
Content Type ◽  
Performance Management Systems ◽  
Adoption And Implementation

Purpose Considering a micro performance perspective, the purpose of this paper is to analyze whether and to what extent the adoption of better performance management systems could improve the performance levels of a public university. Design/methodology/approach With reference to a period of four years (2011-2014), the quality of performance management systems of 29 Italian universities (response rate: 48 percent) was examined and the possible effects on performance levels of these institutions were analyzed by means of statistical methodologies (multiple regression analysis). Outcome indicators were considered. Findings The findings indicate the need to go further “measurement,” and to take care of performance “management,” especially in complex organizations as universities, where academicians identify themselves more with their professions than with the organization and where technicians and administrative employees might look at the performance-based reform with “bureaucratic eyes.” A fruitful cooperation between the professional soul and the bureaucratic one is paramount. Originality/value Studies which analyze organizational factors that could affect the adoption and implementation of performance management systems are rare, and use in prevalence qualitative methods or refer to machine bureaucracies, not many to professional ones as public universities. Moreover, the performance management literature in a public university context deepens the topic of the selection of KPIs and the focus is mainly on macro performance or on management tools for gathering and analyzing performance measures.

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 The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

2015 ◽  
Vol 11 (28) ◽  
pp. 139
Author(s):  
Solomon Ozemoyah Ugheoke
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Positive Relationship ◽  
Public Organizations ◽  
Training And Development ◽  
Three Dimensions ◽  
The Public ◽  
Work System ◽  
High Performance Work System ◽  
Individual Role

<p>Abstract</p> <p>A principal concern express among organizational researchers is to understand why some organizations irrespective of size, location and sector outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. The implementation of unique practices leads some organizations to outperform others and give organizations the competitive advantage over others. While it has been well established that HPWS practices affect organizational performance within a large and complex organizations, less have been empirically established if they also create benefit for public organizations and this has generated concerns among researchers in the field of HPWS.  Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three dimensions of HPWS identified in this have a positive relationship with organizational performance.</p> <p>Keywords: HPWS, organizational performance, selective training and development, PMS, individual role.</p> <p> </p>

scholarly journals Electronic commerce contribution to the SME performance in manufacturing firms: A structural equation model

2018 ◽  
Vol 64 (4) ◽  
pp. 133
Author(s):  
María Verónica Alderete
Keyword(s):  
Developing Countries ◽  
Electronic Commerce ◽  
Organizational Performance ◽  
Information And Communication Technologies ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Organizational Factors ◽  
Equation Model ◽  
Manufacturing Firms ◽  
Empirical Literature

<p>The role Information and Communication Technologies (ICT) play in achieving a better organizational performance still needs further analysis among small and medium sized enterprises (SME) from developing countries. This study aims to extend the empirical literature on the relationship between ICT, electronic commerce and SME performance in developing countries. To achieve this goal, we employ a sample of 87 manufacturing firms from the city of Bahía Blanca, Argentina in the year 2015. By estimating a structural equation model, we obtain that electronic commerce adoption has a positive and significant influence on SME sales which is reinforced by the level of ICT use. Other organizational factors such as firm size and public programs explain performance, but are not significant predictors of the electronic commerce adoption. <strong></strong></p>

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