scholarly journals Organizational Performance Measurement: A Study in a Pubic University Hospital

2018 ◽  
Vol 17 (1) ◽  
pp. 112-129
Author(s):  
Joice Chiareto ◽  
Hamilton Luiz Corrêa ◽  
Júlio Araújo Carneiro da Cunha
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Single Case ◽  
Strategic Decision ◽  
University Hospital ◽  
Performance Measurement System ◽  
Daily Routine ◽  
Organizational Goals ◽  
And Control

This study aim to evaluate the organizational prerformance measurement system from a university hospital daily routine. To achieve the objectives of this research, the methodology of single case study was used, and as data sources an interview with the manager responsible for performance evaluation and documentary research. The results demonstrated that the performance measurement system had a lot of characteristics foreseen by the academic literature, challenges still may arise. Although the existence of direct relationship between performance measurement results with the financial results along with the high of involvement of senior management and departments of the institution with the performance measurement activities, some challenges were identified. The main one is related to the misalignment between the selection and categorization of some indicators and the organizational goals. Such disalignment may be caused by the existence of punctual feedback instead of global ones, priority focus on control and not in establishing goals, and priority approach for the measurement system usage in legitimacy and control and not in the strategic decision making.

scholarly journals THE RELATIONSHIP BETWEEN THE USE OF A PERFORMANCE MEASUREMENT SYSTEM, ORGANIZATIONAL FACTORS, ACCOUNTABILITY, AND THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS

2016 ◽  
Vol 31 (1) ◽  
pp. 1 ◽  
Author(s):  
Muhammad Ahyaruddin ◽  
Rusdi Akbar
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Positive Association ◽  
Organizational Factors ◽  
Performance Measurement System ◽  
Management Commitment ◽  
Public Sector Organizations ◽  
A Performance

This research studies the accountability and performance of public sector organizations. It provides empirical evidence about the relationship between the use of a performance measurement system and the organizational factors of accountability and organizational performance. We investigate the three roles of a performance measurement system (its operational use, incentive use, and exploratory use), and three organizational factors (contractibility, the legislative mandate, and management commitment). A mixed method approach with squential explanatory design was used to answer the research question. The hyphoteses testing used Structural Equation Modelling-Partial Least Square (SEM-PLS). Our findings were based on survey data from 137 SKPD officers in the local government of Yogyakarta Province, and showed that management commitment had a positive association with accountability and organizational performance. We also found a positive association between the legislative mandate and accountability. However, this research did not find any significant association among the three roles of the performance measurement system with accountability and organizational performance. Based on the institutional theory, our findings show substantial contributions by the institutional isomorphism, which was used in an appropriate manner to explain the context of public sector organizations, especially in the local government of Yogyakarta Province.Keywords: the use of performance measurement system, organizational factors, accountability, mixed method

The Impact of Strategic Performance Measurement System on Organizational Performance in Saudi Universities

2013 ◽  
Vol 1 (2) ◽  
pp. 64-71
Author(s):  
Naser Zouri ◽  
Zahra Abdolkarimi ◽  
Seyed A. Payambarpour
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Enterprise Resource Planning ◽  
Measurement System ◽  
Resource Planning ◽  
Planning System ◽  
Performance Measurement System ◽  
Strategic Performance ◽  
The Impact

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.

Performance measurement effects on organizational responses to threats

2015 ◽  
Vol 19 (1) ◽  
pp. 24-32 ◽  
Author(s):  
George Huber
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Measurement System ◽  
Management System ◽  
Organization Design ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Content Type ◽  
Management Literature

Purpose – The purpose of this paper is to explain how an organization’s performance measurement system can influence the appropriateness of an organization’s responses to threats. Design/methodology/approach – Inductive and deductive reasoning, drawing on major theories and on empirical findings in the management literature. Findings – An organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats and, in these ways, contribute to the organization’s robustness and sustainability. Practical implications – Formation of an appropriate performance management system can prove critical to both detection of and responses to organizational threats. As such, an organizational performance management system can contribute to organizational robustness and sustainability. Originality/value – The idea, that an organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats, is not articulated in the management literature. Thus, the research reported here is original and would seem to have value to the research community, the organization design community (as an organization’s control systems are an important component of its architecture), and the management community.

Digital technologies and the balance between control and empowerment in performance management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eirik Bådsvik Hamre Korsen ◽  
Marte Daae-Qvale Holmemo ◽  
Jonas A. Ingvaldsen
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management Practices ◽  
Single Case ◽  
Command And Control ◽  
Digital Technologies ◽  
Performance Measurement System ◽  
Content Type ◽  
And Control

Purpose This paper aims to explore how manufacturing organisations’ performance measurement and management (PMM) systems are evolving when digital technologies (DTs) are deployed. It focusses on the operational level, asking whether DTs are used to promote command-and-control or empowerment-oriented performance management. Design/methodology/approach The findings are based on a single case study from a department of a Norwegian electrochemical plant. The department recently implemented a performance measurement system (PMS) supported by DTs to capture, analyse and visualise close-to-real-time performance data on individuals and teams. The authors analysed both the management practices associated with the new PMS and how those related to other PMM-subsystems in the organisation. Findings When seen in isolation, the new PMS was used to promote empowerment and operators reported a significant increase in perceived psychological empowerment. However, other parts of the organisation’s PMM system remained control-oriented, so that the overall balance between control and empowerment remained stable. Practical implications New PMSs might be added to support local needs and create arenas for empowerment without disturbing the overall balance in the PMM system. Originality/value Building on the insights from the case study, the authors propose that DTs may be deployed to promote both command-and-control and empowerment within different PMM subsystems in the same organisation. Hence, the deployment of DTs is likely to have contradictory effects, which are best understood through a “system of systems” perspective on PMMs.

Exploring the performance effects of performance measurement system use in maintenance process

2014 ◽  
Vol 20 (4) ◽  
pp. 377-401 ◽  
Author(s):  
Jaakko Tätilä ◽  
Pekka Helkiö ◽  
Jan Holmström
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Single Case ◽  
Performance Measurement System ◽  
Content Type ◽  
System Use ◽  
Performance Effects ◽  
Improved Performance ◽  
Maintenance Process

Purpose – The intended function of performance measurement is to support the effective management of an organisation and the improvement of organisational performance. However, how performance measurement should be used operationally to support the achievement of improved performance is not self-evident. The purpose of this paper is to examine the operational use of performance measurement in practice and to describe how different use practices contribute to improved performance. Design/methodology/approach – The authors conducted an exploratory single case study in a maintenance process. Data were collected using a mixed methods approach that encompassed qualitative meetings and interviews (identification of usage practices) followed by a quantitative survey (elaboration of usage practices and their performance effects). Findings – Three usage practices are relevant: Inspect and Improve, Motivate, and Decision Making. Improved performance is best achieved through motivational and supportive improvement use. Furthermore, performance measurement systems must be designed properly to establish their use. Research limitations/implications – Being based on a single-case study, the identified usage practices may be limited to field service organisations or other organisations with similar organisational structures. The findings suggest opportunities for further research linking operational performance measurement system use and the body of knowledge on the design and purpose of performance measurement in maintenance processes. Practical implications – A performance measurement system can be used as a motivational improvement tool in operational level leadership. Upper level management must support its use by designing an understandable and applicable system. Originality/value – This paper identifies specific usage practices that contribute to improved performance, thereby providing a more detailed view than the usage categories found in the extant literature. The focus is on operational, rather than strategic, level management.

scholarly journals ENTERPRISE RISK MANAGEMENT, PERFORMANCE MEASUREMENT SYSTEMS AND ORGANIZATIONAL PERFORMANCE IN MALAYSIAN PUBLIC LISTED FIRMS

2017 ◽  
Vol 18 (2) ◽  
Author(s):  
Siti Zaleha Abdul Rasid ◽  
Nargess Golshan ◽  
Mozhdeh Mokhber ◽  
Gi-Gi Tan ◽  
Nor Aiza Mohd-Zamil
Keyword(s):  
Risk Management ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Enterprise Risk Management ◽  
Performance Measurement System ◽  
Listed Firms ◽  
Measurement Systems ◽  
Enterprise Risk ◽  
Performance Measurement Systems

There has been a call for integrating a strategic performance measurement system and enterprise risk management (ERM) as a proposed best practice for risk management. This study examines the effects of ERM and performance measurement systems (PMS) on organizational performance. In addition, this study also examines the effects of a linked ERM-PMS tool on organizational performance. The research method involved administering an online questionnaire survey to 196 public listed firms. The respondents were the head of risk management department of the firms. In the case of ERM and PMS effects on organizational performance, the result of simple linear regression supported the research hypotheses. However the results from the moderated multiple regression which was employed to test the joint effect of ERM and PMS on organizational performance did not support the research hypothesis. Based on the study results it is recommended that firms may practice ERM and PMS separately rather than linking them together, since their integration may complicate the PMS framework. Keywords: Enterprise Risk Management; Performance Measurement System; Balanced Scorecard; Organizational Performance.

scholarly journals THE EFFECT OF PERFORMANCE MEASUREMENT SYSTEMIMPLEMENTATION ON THE JAMBI LOCAL GOVERNMENT PERFORMANCE

AKUNTABILITAS ◽  
2020 ◽  
Vol 14 (2) ◽  
pp. 171-192
Author(s):  
Muhammad Gowon ◽  
Fortunasari Fortunasari ◽  
Yusnaini Yusnaini
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Partial Least Square ◽  
Provincial Government ◽  
Equation Modeling ◽  
Performance Measurement System ◽  
Legislative Council ◽  
Performance Accountability ◽  
Positive Effect

The purpose of this study is to investigate the effect of the implementation factors of Performance Measurement System (PMS) on government institution to the organizational performance of the Regional Device Work Unit (RDWU). Implementation, use and accountability are the stages of activity undertaken in the design of performance measurement systems. While the performance of the organization is the achievement of management as measured from the level of achievement of the program plan determined by the realization of the program that has been determined. Performance is measured by using a financial and non-financial approach whose data comes from the financial bureau and the regional organization bureau of Jambi province. The respondents of this study are 52 civil servants who are mostly part of the program staff. The type of data used is primary and secondary data from over 50 RDWU Jambi. This study is based on Quantitative Method of Structural Equation Modeling method using Partial Least Square (WarpPLS 6.00) analysis to test the hypothesis built. There is evidence that management commitment and leadership style have a significant positive effect on the use of PMS information. Legislative Council Authority and Supervision of Supreme Audit Board (SAB) also have a significant effect on performance accountability. This research has theoretical implication that institutional isomorphism occurs in everyday practice in the field and it plays an important role in the implementation process of performance measurement and accountability system in the public sector, especially in government of Jambi province. From the policy-making perspective, this research can be considered by the central government, legislative council and SAB that internal and external performance measurement system has a positive effect on the use of PMS and performance accountability in the provincial government of Jambi.

scholarly journals Perancangan Sistem Pengukuran Kerja dengan Metode Intergrated Performance Measurement System (IPMS) (Studi Kasus: CV. Ekasari)

2016 ◽  
Vol 15 (2) ◽  
Author(s):  
Indah Kurniyati ◽  
Risya Zeline ◽  
Sri Yohana Simanjuntak ◽  
Yuniaristanto
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Criteria ◽  
Performance Measurement System ◽  
Company Performance ◽  
Global Business ◽  
Organizational Goals ◽  
Efficiency And Effectiveness

<em><span>Global business competition greatly increased sharply in Indonesia, including in the food market. To succeed and grow in the competition, an organization should use measurement and management systems derived from the strategies and capabilities of the company. CV. Eka Sari is a company engaged in the field of catering, where business activity in CV. Eka Sari is more focused on providing the bread and cakes. The continued development of the catering business, demanding CV. Eka Sari to improve in every aspects of company performance, so that the company can remain competitive with other companies. Therefore, CV. Eka Sari is in need of performance measurement that aims to evaluate and plan its performance in order to achieve organizational goals. Performance measurement methods used by the company is Integrated Performance Measurement System (IPMS), which is a method that measures the performance of an integrated and based on the wishes of stakeholders. Objectives are determined to meet the wishes of stakeholders, so that will be determined key performance indicators. From the results of the identification, obtained 22 key performance indicators. To determine the performance criteria that need more attention then be weighted. Weighting is done using Hierachy Analytical Process (AHP). Weighting results generated from that aspect that must be considered are aspects of the process, then the performance criteria that must be considered, namely improving the efficiency and effectiveness of production, and Key Performance Indicators to be very aware of is the number of defective products.</span></em>

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