Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

The circular economy concept needs to be part of the performance management system so that it is in line with a company’s vision and mission. Thus, the circular economy will play an important role at the operational level of companies. The circular economy needs to be internalized, starting by formulating the company’s vision and mission, establishing strategic objectives and performance indicators, and creating resource allocation policies. This research aims to design a sustainable performance management system in the context of a circular economy for state-owned plantation enterprises (SOPEs). This study used a qualitative research coding method that was validated in three SOPEs in Indonesia. Validation was performed by comparing the framework based on the conceptual formulation with the data and information obtained during field assessment. Primary data came from interviews with 15 managers, while secondary data came from official company documents. The research results show that the initial framework that was built is in accordance with the results of the exploration of the circular economy strategic objectives in the three SOPEs. The results of the 100 percent validation and perception test of managers on the range of values are important. Therefore, the proposed framework can be used in SOPE.

Organization, Information, and Human Capital

Organization performance management (OPM) has been the threshold of profit and non-profit organizations for a century. OPM took off in the education arena in the past decades with the call for greater responsibility/accountability for education quality assurance and accreditation (QAA). This chapter proposes a strategic performance management system (SPMS) based on MBNQA/EFQM performance excellence frameworks to assess HEI organizational performance. It demonstrates that leadership is the precursor of HEI performance management in other performance criteria through three case studies in Thailand and Saudi Arabia. The HEI assessment of its processes/results using Process ADLI (approach, deployment, learning, integration) and Results LeTCI (levels, trends, comparisons, integration) shows that organization/infor/human capitals (OC/IC/HC) integration, individual/organization learning, and organization agility are the critical foundations for HEI successful OPM.

Measuring the Effectiveness and Validity of Employees Annual Confidential Report (ACR) and Its Applicability: A Case Study of Abdul Wali Khan University, Mardan

ACR system is being used as a performance management and evaluation tool in AWKUM for the last five years since its inception as a Public sector university in KPK, Pakistan. The main purpose of this study is to find out that whether ACR system do fulfill the requirement of an effective and efficient Performance evaluation and management tool. What employees think of this system? As any excellent performance management system plays a very vital role in the success of any organization.

Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach

This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.

Positioning of Controlling in the Performance Management System of Cultural Sector Companies

The article studies the specifics of implementation of controlling in cultural sector companies. Hindering factors and grounds for implementation of the controlling system in cultural sector companies were revealed on the basis of the results of empiric studies. The instruments of operating and strategic controlling were considered. Scientific novelty of the study lies in revelation of the factors hindering implementation of the controlling system and setting of the controlling instruments for measurement of the performance efficiency of cultural sector companies.