scholarly journals Management systems by performance indicators of higher education institutions: proposal of a model

2021 ◽  
Vol 14 (3) ◽  
pp. 655-673
Author(s):  
Leonardo Fabris Lugoboni ◽  
Hamilton Luiz Correa ◽  
Juliano Augusto Orsi Araujo ◽  
Joice Chiareto
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Performance Indicators ◽  
Business Performance ◽  
Management Systems ◽  
Future Research ◽  
Brazilian Literature ◽  
Descriptive Research ◽  
Theoretical Proposal ◽  
Qualitative Characteristics

Purpose – This research aims to recognize the performance indicators relating to the management of species reported in the literature.Design/methodology/approach – It is an exploratory and descriptive research. It assumes the qualitative characteristics. We presented a theoretical proposal of indicators and sufficient dimensions to manage an IES. The board was selected by convenience. The expert group was composed of people who have expertise in managing performance. Findings – We found indicators that were added according to the suggestion of the respondents, resulting in 65 indicators, divided into 9 dimensions. The model contemplates the dimensions: Economic; Internationalization and research; Student/Client; Market; Academia; Operational; Human Resources; Society/extension and Sustainability.Research limitations/implications – As limitations of the research, there is the possibility of some work on indicators that have not been identified at this stage of research, and also the choice of specialists.Practical implications – This study presents the determinants of business performance. The indicators that should be used for each type of organization are of utmost importance and were highlighted as one of the challenges of future research in the management of organizational performance.Social implications – In the Brazilian literature, 75% of the surveys do not address performance management holistically, thus reinforcing this study's importance and originality.Originality/value – Previous literature were identified 57 performance indicators, distributed in six 6 dimensions based on the concepts of multidimensionality. The work found indicators were added according to the suggestion of the interviewees, resulting in 65 indicators divided into 9 dimensions. 

scholarly journals Financial management: The impact of performance indicators on the organizational profitability

2015 ◽  
Vol 13 (1) ◽  
pp. 84-96
Author(s):  
Hayat M. Awan ◽  
M. Ishaq Bhatti ◽  
Zahid Razaq
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Financial Management ◽  
Business Performance ◽  
Manufacturing Sector ◽  
Sampling Technique ◽  
Supportive Culture ◽  
Single List ◽  
Reliability Performance ◽  
The Impact

This paper investigates the financial management performance involved in increasing the firms’ profitability. It contributes to a single list of performance indicators which never existed in the literature empirically with reference to third world countries, like Pakistan. Stratified random sampling technique was used to select a sample of 200 manufacturing firms with process performance management system (PPMS) criteria to check the impact of performance indicators on the overall business performance index using ROE, ROA. The results of AHP analysis show that the “Supportive Culture” and “PPMS facilitate the competitive advantage” are the major facilitators for those organizations who have implemented the PPMS whereas firms without implementation of PPMS have major inhibitors as “ Non supportive culture” and ”Have another Performance System”. And the Measuring financial performance, Quality performance, Delivery reliability performance, customer satisfaction performance and employees satisfaction lead to increase in the organizational Profitability. This study will be helpful to the top management of the organizations from manufacturing sector regarding the implementing decision of the PPMS. The organization can choose the best indicators used by firms in order to achieve the overall excellence.

State of the Practice in Performance Management

2020 ◽  
pp. 3-20
Author(s):  
Mariangela Battista
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Employee Performance ◽  
Academic Research ◽  
Current Status ◽  
Future Research ◽  
Organizational Processes ◽  
Business Goals ◽  
Current State

Performance management (PM) is one of the few organizational processes that touches every single employee and requires their active participation. In spite of its ubiquitous position in organizations, there has been a groundswell of questions emerging about the usefulness, value, and effectiveness of PM. This introductory chapter addresses the current state of PM, including its history. It provides an overview of academic research highlighting the evolution from performance evaluation to performance management and the current status. Then, the practical realities and challenges people in organizations experience with performance management every day are discussed. This includes performance management being viewed as an administrative “human resources activity” with a lack of strategic alignment to business goals; lack of manager capability to manage employee performance effectively; and an overreliance on system automation. The chapter continues with an outline and overview of the book, including nine case studies written by in-house talent and human resources practitioners and six chapters (written by scholars in the performance management and feedback arena) describing next-generation research as well as future research trends.

scholarly journals Global competitive pressures and career ecosystems: contrasting the performance management systems in UK and French business schools

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maria Gribling ◽  
Joanne Duberley
Keyword(s):  
Performance Management ◽  
Business Schools ◽  
Qualitative Inquiry ◽  
Management Systems ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Performance Management Systems ◽  
Education Market ◽  
The Uk

PurposeThe purpose of this article is to compare the effects of global competitive pressures on the UK and French B-schools' management systems through the lens of career ecosystems.Design/methodology/approachThis is a qualitative inquiry employing in-depth, semi-structured interviews with 44 business school academics in the two countries.FindingsThis paper demonstrates the importance of top-down and bottom-up ecosystem influences for creating contrasting performance management systems in competitive B-schools in the two countries, to different outcomes for institutions and faculty careers.Research limitations/implicationsThe authors focus on faculty working in top business schools, which limits the generalizability of the findings. Future research could apply the ecosystem lens to other institutions and geographical areas to highlight best practices and evaluate their transferability across borders.Practical implicationsThe study highlights alternative HR practices and potentially workable adjustments to current systems that could be envisaged in order to enhance performance of individuals and institutions without jeopardizing the chances of valuable human resources to bring their contributions to the success of B-schools.Originality/valueThis paper compares and contrasts different performance management systems, taking into account exogenous and endogenous influences on B-schools that operate in a highly competitive and rapidly changing global management education market.

scholarly journals Mengembangkan Human Resource Management yang Strategis untuk Menunjang Daya Saing Organisasi: Perspektif Manajemen Kinerja (Performance Management) di Bank Syariah

2015 ◽  
Vol 6 (1) ◽  
pp. 78
Author(s):  
Ahmad Azmy
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Performance Indicators ◽  
Banking Industry ◽  
Sustainability Performance ◽  
Conventional Banks ◽  
Factual Data

This article discusses performance management in sharia banks related to human resources. The method used is descriptive in providing a comprehensive explanation based on factual data. Performance management in sharia banks should be applied based on the characteristics of human resources by sharia. The characteristics of the human resources required by sharia banks are different from conventional banks. Human resources in sharia banks should have different performance indicators to conventional banks. Performance indicators serve as a guide in the process of implementing sustainability performance as an effort of sharia banking in the banking industry in Indonesia.

scholarly journals INTEGRATION OF PLANNING SYSTEMS WITH RISK MANAGEMENT SYSTEMS ON LARGE ENTERPRISES

2019 ◽  
Vol 10 (2) ◽  
pp. 122-133
Author(s):  
Yu. V. Trifonov ◽  
S. M. Brykalov ◽  
V. Yu. Trifonov
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Performance Indicators ◽  
System Integration ◽  
Management System ◽  
Key Performance Indicators ◽  
Nuclear Industry ◽  
Management Systems ◽  
Industrial Enterprises ◽  
Risk Management System

The article describes the strategic management methodology based on the use of key performance indicators system, recommendations for its further development are given. The necessity of integration above-mentioned methodology with the methodology of risk management systems is justified for large companies. The main conceptual states and stages of key performance indicators system and risk management system integration are given. Integration processes are illustrated by the example of a particular large company.Conceptual states and integration stages of  key performance indicators system with risk management system are considered. Specific organizational and technical measures for implementation of above-mentioned systems  at the nuclear industry enterprises are described as well. Key performance indicators for risk management system are proposed to be laid for introducing enterprises’  performance management.The results of theoretical and empirical research, the described tools and approaches can be used in other industrial enterprises, regardless of their business.

scholarly journals A Hybrid Human-Data Methodology for the Conception of Operational Performance Management Systems

2021 ◽  
Author(s):  
Diogo Ginjo Jantarada ◽  
Antonio Grilo
Keyword(s):  
Performance Management ◽  
Business Performance ◽  
Design Thinking ◽  
Operational Performance ◽  
Management Systems ◽  
Extensive Literature ◽  
Performance Management Systems ◽  
Baggage Handling ◽  
And Performance

To excel in the overall business performance, daily processes and activities connected to produce a good or service need to be outperformed. Even though there is extensive literature on performance management and performance management systems, there is still no consensus over the conceptual model of such systems, in what is designated as Operational Performance Management Systems (OPMS). This chapter proposes a new approach to conceive feasible and desirable OPMS tools to assist managers on controlling and responding to operational needs, by combining Design Thinking (DT) and Data Analytics (DA), that provide holistic and deep business knowledge, as well as a data-driven based management. The authors conduct an empirical application through a case study within the context of a European airport’s Baggage Handling System (BHS). The case study procedure follows the proposed methodology’s stages, where the authors construct the problem space with a wide array of collected data, along with the solution exploration and refinement.

scholarly journals Performance Management Systems – Proposing and Testing a Conceptual Model

2019 ◽  
Vol 14 (1) ◽  
pp. 231-244
Author(s):  
Radu-Alexandru Șerban ◽  
Mihaela Herciu
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Performance Management ◽  
Conceptual Model ◽  
Performance Indicators ◽  
Management System ◽  
External Environment ◽  
Management Systems ◽  
Performance Management Systems ◽  
The Right

AbstractThe utility of performance measurement and management system can be said to have been proven, but the problem faced by both the theoreticians and practitioners is to set the right performance indicators. Developed models are tools that managers can use to measure and manage performance, but they need to be tailored to the context. Also, the trend towards using non-financial performance indicators makes it very difficult for managers to design a performance measurement and management system because it involves the integration of qualitative and non-quantitative variables and a profound understanding of the internal and external environment of the company.

scholarly journals Management system certification benefits: where do we stand?

2017 ◽  
Vol 10 (3) ◽  
pp. 476 ◽  
Author(s):  
Luis Miguel Ciravegna Martins da Fonseca ◽  
José Pedro Domingues ◽  
Pilar Baylina Machado ◽  
Mario Calderón
Keyword(s):  
Quality Management ◽  
Performance Management ◽  
Management System ◽  
International Standards ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Research Articles ◽  
Management Systems ◽  
Future Research ◽  
Total Quality

Purpose: The implementation and certification of Management Systems International Standards, such as ISO 9001 and ISO 14001, achieved a high international recognition, with more than 1 million organizations with their Quality Management Systems certified worldwide. Researchers have been paying considerable attention to this theme and the number of published articles has robustly growth. Although, on an overall basis, the research results support the existence of positive impacts on the use and certification of these International Standards, there are various inconsistency and contradictory results, leading to some controversy over its impacts for organizations. This study aims to bring a longitudinal time perspective to this area of research, analyzing the articles published since 1996, on the benefits of Management Systems Certification. A longitudinal perspective of countries of authors origin, keywords and journals is presented, complemented with an evaluation of the research results.Design/methodology/approach: The research was supported with a Bibliometric Study, with data collected from Web of Science, SCOPUS, and Research Gate data bases. Following the detailed analysis of the journal titles, articles abstracts and their full content, an evaluation scale was applied to access if the results support the existence of a positive relationship between MSC and economic, financial or stakeholder results.Findings: The results evidence a steep increase in the number of publications addressing Management Systems Certification benefits, that mainly originate from Europe (48%) and East Asia and Pacific (23%), with Spain as the clear leading country accounting (43% of the total number of articles published between 1996 and April 2017). Journal of Cleaner Production (EMSC) and Total Quality Management and Business Excellence journal (QMSC) are the leading journals for disseminating the research and the most used keywords are “Quality/Environment”, “ISO 9001/14001”, “Performance”, “Management Systems” and “Certification”. There are also insights that the research is now open to other Management Systems either than Quality and Environment. The systematic review of the selected papers shows that the Management Systems adoption and certification brings fairly positives benefits (average 2,34 in a 1 to 5 Likert type scale) for the certified organizations, although some variations are observed.  Some avenues for future research should consider the reliability and validation of measures; sampling and biases errors; the use of control, moderating and mediating variables; the consideration of time and situational contingencies; and the search for explanations for cause and effect relationships.The results of this research support the view that the investigation of Management Systems Certification benefits is indeed an issue of high academic and practitioners interest. This research, although subject to some subjective evaluation of the authors, and acknowledging that the research articles are not always comparable, aims to give some insights for this continuous research field.  Research limitations/implications: Although the authors took measures to reduce subjectivity, it should be noted that the evaluation could be subject to the authors own interpretation and the research articles are not always comparable.Originality/value: This research makes a longitudinal and comprehensive evaluation of the articles published since 1996 on the benefits of Management System Certification. It highlights trends and gives contribution for future research, on a field of intense academic and practitioners interest. 

From innovation performance to business performance

2019 ◽  
Vol 27 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Christian Nielsen
Keyword(s):  
Performance Management ◽  
Performance Optimization ◽  
Business Performance ◽  
Business Models ◽  
Innovation Performance ◽  
Future Research ◽  
Content Type ◽  
Future Research Agenda ◽  
Exploration Exploitation ◽  
Point Of Departure

Purpose The purpose of this paper is to conceptualize the process leading from innovation performance to business performance and, from this basis, facilitate the identification of relevant performance measures. The paper takes its point of departure from a synthesis of the literature around innovation, intellectual capital (IC), knowledge management and business models. Design/methodology/approach The research streams of innovation performance and business performance are combined to provide insights bridging these two traditions. This paper provides empirical evidence from two case studies of business development projects that involved both intervention- and non-intervention-based data collection methods. Findings The research traditions of both innovation performance and business performance identify knowledge, learning and IC as the basis for all value creation activities in organisations. This paper provides a synthesis of the literature in these fields and relates them to each other in accordance with the “process of creating”. This structure allows the discussion of innovation performance and business performance separately and in conjunction with one another, as well providing opportunities for identifying relevant key performance indicators. Research limitations/implications Caution should be taken in the nature of the developed conceptual framework which rests upon the perspective of the author’s subjective interpretation of the current literature. Originality/value These insights are relevant for the development of a performance management structure capable of straddling the common exploration–exploitation paradox, which, in this context, often becomes a compromise between performance optimization and a developmental focus. The discussion reveals three overall constructs, and, from this a future research agenda is developed.

scholarly journals Risk and performance management: are they easy partners?

2014 ◽  
Vol 37 (2) ◽  
pp. 152-166 ◽  
Author(s):  
Marika Arena ◽  
Michela Arnaboldi
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Management Systems ◽  
Future Research ◽  
Research Approach ◽  
Professional Literature ◽  
Content Type ◽  
Two Systems ◽  
Pros And Cons ◽  
And Performance

Purpose – This paper aims to provide a critical assessment of existing links between risk management systems (RMS) and performance management systems (PMS) through a general review of the literature. Design/methodology/approach – The research approach consists of a literature review, aimed at highlighting the “points of contact” between RMS and PMS along three main dimensions: scope of the system, measurement and ownership. Findings – Key papers and books published in the field are examined. Based on this review, an assessment of similarities and potential synergies between RMS and PMS is offered. In addition, possible avenues for future research are discussed. Practical implications – The paper provides managers with useful insights on pros and cons of integrating RMS and PMS. It highlights possible instruments and organizational arrangements that could be exploited by practitioners to connect the two systems and discusses the implications of different possible configurations. Originality/value – Whilst the professional literature is loaded with illustrations of RMS and PMS as “integrated” solutions, this issue has been only partially addressed by the academic literature that generally focuses on one of the two systems. Hence, the study overall contributes to enrich the knowledge of the relationship between performance and risk management by mapping how and where the two systems are linked.

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