Usefulness of Internal Business Process (IBP) Perspective in Performance Appraisal using Balanced Scorecard of Objective (BSCO) As An Alternative To Staff Performance Appraisal and Development (SPADEV) Reporting System in the Civil Service of Lagos State, Nigeria

Appraising employee performance from the perspective of Internal Business Process (IBP) perspective is a dimension of performance appraisal exercise that is not only misunderstood but neglected or given little or no attention. Evaluating performance based on IBP benchmarks and established milestones using the Staff Performance Appraisal and Development (SPADEV) reporting system in the Civil Service of Lagos State, Nigeria is counter-productive. Lack of unambiguous rules and unwritten codes of conduct in basic organizational operating environments give rise to vague performance appraisal mechanisms, processes and outcomes. These reasons contributed to the inadequacies of the Annual Performance Evaluation and Reporting (APER) system previously used in the Civil Service of Lagos State, Nigeria and also constitutes a threat to the effectiveness of the Staff Performance Appraisal and Development (SPADEV) Reporting System. This comparative study examined the Effect of Internal Business Process (IBP) perspective on Performance Appraisal using The Balanced Scorecard of Objective (BSCO) Method or The Staff Performance Appraisal and Development (SPADEV) Reporting Method in the Civil Service of Lagos State, Nigeria. Descriptive survey design was adopted for this study with Key Informant Interviews (KII). The population comprised fourteen Ministries, the Civil Service Commission (CSC), and the Office of Transformation, Creativity and Innovation (OTCI) with total staff strength of 7,555 in the Lagos State Civil Service. Utilizing Taro Yamane’s sampling technique, a sample size of 380 participants was arrived at, with a thirty percent (30%) addition (to enhance the confidence level and response rate). A self-developed structured questionnaire was used to collect information about variables that formed the basis for assessing the appraisal instruments, BSCO and SPADEV; from the perspective of the level of appropriateness (App). The questionnaire was validated, yielding a Cronbach’s alpha coefficient of 0.830. A total of 494 copies of the questionnaire documents were distributed, with a response rate of about 75%. In addition, two Commissioners and a Director General were interviewed, using interview-guide. Data from the questionnaire were analyzed using descriptive and inferential analyses (p=0.05) while data from the interview were content- analyzed. Findings revealed that there was significant difference (p<0.003) between BSCO (IBP: = 7.20) and SPADEV (IBP: = 2.84) for criterion variables assessing the appraisal instruments. Furthermore, analysis of KII revealed BSCO appraisal method to be superior to SPADEV method of appraisal. The study concluded that evaluating employee performance from the Internal Business Process perspective (IBP) using the BSCO is more viable than SPADEV with consistently significant difference for all variables used in assessing the appraisal instruments. It is therefore clear from the study that there is a significantly positive effect of the Internal Business Process (IBP) perspective in BSCO as an alternative to SPADEV. It therefore recommended that the IBPP should be used in BSCO as an alternative performance appraisal instrument in the Lagos State Civil Service.

Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten. Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

Internal business process performance of the Nepalese telecom industry

The study looked at the use of internal business process metrics within the performance assessment framework of the Nepalese telecom industry. It employed a descriptive study approach and an organized questionnaire survey instrument. The population of this study included all of Nepal’s telecom operators and their employees. The sample organizations from which random sampling techniques obtained the responses of 318 employees were Nepal Telecom and Ncell. The employees who hold at least offers and above positions at their company were the targeted respondents of the study. Three parts of the survey questionnaire were set up with 27 questions of different types to gather data. SPSS (statistical package for social sciences) program was employed to process and analyze the data. Sixteen measuring variables within four constructs were examined to assess the IBPP (internal business process performance). Three of these constructs: operations management (β = 0.229, p &amp;lt; 0.01), customer management (β = 0.380, p &amp;lt; 0.01), and regulatory and social processes (β = 0.175, p &amp;lt; 0.01) were found to have a statistically significant and favorable impact on the IBPP while innovation processes (β = 0.024, p &amp;gt; 0.05) was not properly applied and understood in the Nepalese telecom industry. The findings of this study will help identify the primary drivers of performance metrics and their relevance in organizational performance for the Nepalese telecom industry.

The Application of Balanced Scorecard Approach as the Yardstick of Bank Performance Assessment

The objective of research is to understand and to examine how good is the performance of BPR Dinar Pusaka at Sidoarjo based on the use of balanced scorecard approach, especially concerning with the measurement of performance with financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. Method used in this research is quantitative data analysis. Result of calculation and analysis is then used as the base for decision-making or also as the reference in making conclusion whether the performance of bank management is good or not if measured using balanced scorecard approach. This position is supported by Dahlan and Siamat, Tawaf and Tjukria, P, Kaplan and Norton, Yuwono, Sukarno, and Ichsan, Ratnawati, Mulia, Sutrisno Hadi, Husien Umar, Mulyadi, and Suharsimi Arikunto. Pursuant to the result of research, the conclusion is made as following: (1) Financial perspective at BPR Dinar Pusaka is described by the increase of the ratios of asset quality and efficiency and the decline of the ratios of capitalization, rentability and liquidity. (2) Customer perspective at BPR Dinar Pusaka is explained by the increase of customer retention and customer profitability rates and the satisfaction of saving customers and credit customers, but with the decline of customer acquisition. (3) Internal business process perspective at BPR Dinar Pusaka is indicated by the increase of receivable circulation rate, the improved timings for credit service process and saving service process, and the reduced level of uncollected receivable risk. (4) Learning and growth perspective at BPR Dinar Pusaka is reflected by the increase of employee training rate and employee satisfaction rate but with the decline of employee productivity rate.

Developing a Conceptual Model of Implementation of Business Functions Integration in the Internal Business Process Performance

The research used in assessing the performance of internal business processes in this study uses strategic management theory and operations management through the Resource-Based View approach, Market-Based View aspects and Organization Culture. The Banking Industry has to think about the business processes and workflows to empower employees and what they need to do to stay competitive in the face of rapidly changing competition. The method used in this research is a Literature Review with a descriptive approach that will produce a conceptual model. The resulting conceptual model development was adopted from DeLone and McLean's Model about the success of the Information System which was combined with the input variables studied to produce an implementation model for the integration of business functions to improve the performance of internal business processes.

RANCANGAN PENGUKURAN KINERJA SAFETY BALANCED SCORECARD PADA PERUSAHAAN ASBESTOS INDONESIA

Pelarangan beroperasinya industri asbes di beberapa Negara Barat menyebabkan perlunya perusahaan-perusahaan asbes mendisain ulang system manajemen kinerjanya yang mengintegrasikan aspek safety yang lebih ketat. Tujuan penelitian ini adalah merancang sistem pengukuran kinerja dengan metode balanced scorecard yang diintegrasikan dengan safety pada kasus perusahaan atap asbestos di Indonesia. Langkah dalam melakukan penelitian ini adalah identifikasi sasaran strategis, identifikasi key performance indicator (KPI), merancang safety balanced scorecard, dan melakukan pengukuran kinerja. Pembobotan KPI dilakukan dengan menggunakan metode analytical hierarchy process (AHP). Hasil rancangan safety balanced scorecard menghasilkan bobot sebesar 34,6% untuk perspektif learning & growth, 32% untuk perspektif internal business process, 19,2% untuk perspektif customer, dan 14,2% untuk perspektif financial. Hasil pengukuran kinerja perusahaan asbestos menunjukkan skor kinerja tertinggi pada internal business process dengan skor 1,233, disusul learning & growth dengan skor 1,180, customer dengan skor 0,685, dan financial dengan skor 0,470. Hasil pengukuran total kinerja pada empat perspektif tersebut sebesar 3,567 yang menunjukkan bahwa kinerja safety BSC perusahaan atap asbestos masuk dalam kategori cukup.

Penilaian Kinerja Bank Mega Syariah Dengan Metode Balanced Scorecard Periode 2015-2019

The purpose of this study was to determine the performance assessment of Bank Mega Syariah with the Balanced Scorecard method. There are four aspects of assessment in the balanced scorecard, namely financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. The research method used is descriptive quantitative. The type of data is secondary, sourced from the Financial Statements and Annual Reports that have been published by Bank Mega Syariah. The data collection technique uses the documentation method from the official website of the Financial Services Authority, and the official website of Bank Mega Syariah. Data analysis technique is to calculate the score of each perspective, based on predetermined criteria. The results obtained from the analysis of the performance assessment of Bank Mega Syariah using the Balanced Scorecard method for the 2015-2019 period, for a financial perspective the NPF ratio shows a healthy predicate, the FDR ratio with a fairly healthy predicate, and an ROA ratio with a healthy predicate. healthy predicate, ROE ratio with fairly healthy predicate, BOPO ratio with very healthy predicate, and CAR ratio with very healthy predicate. For the customer perspective, it shows a decrease in Market Share and shows an increase in Customer Profitability. For the internal business process perspective, it shows an increase in Process Innovation and an increase in After Sales Service. For the learning and growth perspective, it shows a decrease in employee retention and shows an increase in employee productivity.Tujuan penelitian ini adalah mengetahui penilaian kinerja Bank Mega Syariah dengan metode Balanced Scorecard. Terdapat empat aspek penilaian dalam balanced scorecard, yaitu perspektif keuangan, perspektif pelanggan, perspektif proses bisnis internal, dan perspektif pembelajaran dan pertumbuhan. Metode penelitian yang digunakan adalah kuantitatif deskriptif. Jenis data yaitu sekunder, yang bersumber dari Laporan Keuangan dan Laporan Tahunan yang telah dipublikasi oleh Bank Mega Syariah. Teknik pengumpulan data menggunakan metode dokumentasi dari website resmi Otoritas Jasa Keuangan, dan website resmi Bank Mega Syariah. Teknik analisis data yaitu dengan menghitung skor masing-masing perspektif, berdasarkan kriteria yang telah ditetapkan. Hasil yang diperoleh dari kajian analisis penilaian kinerja Bank Mega Syariah dengan menggunakan metode Balanced Scorecard periode 2015-2019, untuk perspektif keuangan pada rasio NPF menunjukkan predikat sehat, rasio FDR dengan predikat cukup sehat, rasio ROA dengan predikat sehat. predikat sehat, rasio ROE dengan predikat cukup sehat, rasio BOPO dengan predikat sangat sehat, dan rasio CAR dengan predikat sangat sehat. Untuk perspektif pelanggan menunjukkan penurunan Pangsa Pasar dan menunjukkan peningkatan Profitabilitas Pelanggan. Untuk perspektif proses bisnis internal menunjukkan peningkatan dalam Inovasi Proses dan peningkatan Layanan Purna Jual. Untuk perspektif pembelajaran dan pertumbuhan menunjukkan penurunan Retensi Karyawan dan menunjukkan peningkatan Produktivitas Karyawan.

Analisis Strategi Peningkatan Kinerja Perusahaan dengan Pendekatan SWOT-Balanced Scorecard pada PT Ipsi Karya Abadi

This study aims to test the performance of the company PT. IPSI Karya Abadi as measured by using the Balanced Scorecard approach and the company's performance improvement strategy in developing PT. IPSI Karya Abadi. This study uses a Balanced Scorecard analysis for performance measurement and SWOT analysis to determine strategy. The results of the analysis state that the results of performance measurements of financial perspectives, NPM in 2017 -2019 has increased, ROE in 2017-2019 has fluctuated, ROI in 2017-2019 has also fluctuated. The results of the customer satisfaction survey showed 69.27% so the data showed that satisfaction was in the high category. Customer retention test results show a decrease from year to year. The results of customer acquisition show fluctuations. Internal business process perspective, in the innovation process there is no latest innovation program from PT. IPSI Karya Abadi. The operation process is efficient, consistent and timely, and serves 24 hours. Learning and growth perspective, the employee satisfaction measure 79.65% in the high category and employee retention from 2017-2019 continues to increase. Penelitian ini bertujuan untuk menguji kinerja perusahaan PT. IPSI Karya Abadi yang diukur dengan menggunakan pendekatan Balanced Scorecard serta strategi peningkatan kinerja perusahaan dalam mengembangkan PT. IPSI Karya Abadi. Penelitian ini menggunakan analisis Balanced Scorecard untuk pengukuran kinerja dan analisis SWOT untuk menentukan strategi. Hasil analisis menyatakan bahwa hasil pengukuran kinerja perspektif keuangan, NPM pada 2017 -2019 telah meningkat, ROE pada 2017-2019 telah berfluktuasi, ROI pada 2017-2019 juga telah berfluktuasi. Perspektif pelanggan hasil survei kepuasan pelanggan menunjukkan 69,27% sehingga data menunjukkan bahwa kepuasan berada dalam kategori tinggi. Hasil uji retensi pelanggan menunjukkan penurunan dari tahun ke tahun. Hasil akuisisi pelanggan menunjukkan fluktuasi. Perspektif proses bisnis internal, dalam proses inovasi tidak ada program inovasi terbaru dari PT. IPSI Karya Abadi. Proses operasi efisien, konsisten dan tepat waktu, dan melayani 24 jam. Perspektif pembelajaran dan pertumbuhan, ukuran kepuasan karyawan 79,65% dalam kategori tinggi dan retensi karyawan dari 2017-2019 terus meningkat.

Managerial Perceptions on Internal Business Process Perspective in Commercial Banks of Nepal

This paper aims to explore managerial perceptions on the internal business process perspective in Nepalese commercial banks. A set of questionnaire consisting five-point Likert-type scale statements was administered to collect data from sample units; state-owned banks, private banks, and joint venture banks. The findings indicate that customer need satisfaction has been perceived as the top priority measure of the internal business process perspective in Nepalese banks. Distribution reach and process delivery aspects of the internal process perspective have also got more preferences as per the perceptions of the managers. However, some other aspects such as service cycle duration, a sufficient number of training hours, and a comprehensive innovation process seem to be less preferred. The overall results show that the internal business process as per the response is satisfactory.

Designing Rental Business Based on Mobile Application

With the decline of the Indonesian motorcycle market in recent years, there is a declining performance of primary motorcycle dealers in general. The chapter proposes the mobile business model that enables to the assistance of enhancing the traditional business of PT Sejahtera Rental Utama (PT SRU), a major supplier of a two-wheel and three-wheel that supports the wide SME business in Indonesia. With wide coverage of the market owned by PT SRU, there are urgent needs to embrace mobile strategy and introduce innovative leasing strategy to strengthen its current marketing strategy. The chapter examines the use of Business Model Canvas (BMC) and Balanced Scorecard to assist the app development by providing a comprehensive overview to address the needs of customers, introducing financial measurement, comprehensive design of internal business process, and introducing innovative strategy through leasing business. The outcome of the chapter is expected to increase the company performance, enlarge market coverage, and an aggressive strategy to reach SMEs.