performance excellence
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2022 ◽  
pp. 225-250
Author(s):  
Teay Shawyun

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.


2021 ◽  
Vol 6 (3) ◽  
pp. 29-36
Author(s):  
Mohammad Rachman Waluyo ◽  
Nurfajriah Nurfajriah ◽  
Alina Cynthia Dewi ◽  
Clarissa Vadya Azarine

PT. NYCZ is a manufacturing company engaged in plastic bottle packaging production that cannot be separated from the problem of competition with similar companies. The problems encountered at PT. NYCZ regarding employee performance, namely lack of communication relations between subordinates and superiors, so that delivery of work instructions from superiors is still not understood by subordinates, it has an impact on employee performance output, Therefore the company must improve more efficient strategies in terms of leadership that is able to run and manage everything in internal and external of the company, more reliable skilled workforces, modern machines and technology, and is able to get a wider market and customers in plastic bottle products marketing. Malcolm Baldrige Criteria for Performance Excellence or Baldrige Criteria is a guide for a company to achieve high quality performance which consists 7 criterias, namely Leadership; Strategic Planning; Customer Focus; Measurement, Analysis and Knowledge Management; Focus on Workforce; Process Management; and Results. This research was conducted by distributing questionnaires to PT. NYCZ employees, respondents were taken according to job desks ranging from cashiers to managers. After questionnaire data was obtained, it was processed using SPSS to test validity and reliability. Then, questionnaire results were processed using Malcolm Baldrige score to determine company performance level. From the research results, it was obtained that the total points from Malcolm Baldrige Criteria for Performance Excellence survey are 411,14. Therefore, according to MBCfPE score, the performance of PT. NYCZ is Early Improvement with Average category


Author(s):  
Sugiri Widjajanto ◽  
◽  
Erry Rimawan ◽  

Full attention is paid to quality in manufacturing; however, less effort is made to develop the organizational performance, which drives overall manufacturing quality. This research measures performance of one manufacturing company that in 2020 experienced surging in demand and experiencing barriers to social activities due to the pandemic. The evaluation was carried out using seven variables from the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) which were elaborated into 43 indicators of organizational performance. Weaknesses and strengths of organizational performance were sharpened through focus group discussions with experts and ended with a performance improvement solution with a priority rank based on risk priority numbers (RPN) of the FMEA method. The highest RPN is 567 and 432, respectively, for national standard implementation in a particular product and operational scheme during emergency conditions like the Cov-19 pandemic. This study contributes to Indonesian research that combines questionnaires and FMEA improvement analysis based on the US Baldrige criterion.


2021 ◽  
Vol 11 (2) ◽  
pp. 112
Author(s):  
Agung Sudjatmoko ◽  
Deni Hermana ◽  
Yulhendri Yulhendri ◽  
Daniel Kisahwan

The ability to diversify the business for cooperatives according to the needs of members is a challenge. The goals of this research is to analyze knowledge management, innovation capability as a resource to build cooperative performance. The research method uses a quantitative approach to test the research hypothesis with data obtained through a survey of 230 cooperatives in Jakarta. The unit of observation is the employees and the members of the cooperative. Data analysis using SEM (structuration equation modeling). The results of the study confirm the importance of knowledge management and innovation capability to build performance. Transfer of knowledge to encourage innovation capability as one of the keys in knowledge management that leads cooperatives to sustainable performance. The theoretical implication is the development of the concept of a knowledge-sharing culture in a knowledge management system to realize performance. For cooperative managers, it is the development of knowledge management as a sustainable system and a culture of sharing to build superior cooperative performance. The research contribution is the development of the concept of knowledge as a resource to build performance excellence based on a sustainable perspective (RBV).


2021 ◽  
Vol 21 (1) ◽  
pp. 137
Author(s):  
Mulyadi Mulyadi

<p><em>The purposed of this study to examined the influence of ethical leadership on the performance of SOEs in Indonesia, either directly or via a variable good corporate governance practices as a mediating variable. This study using both of primary data, ethical leadership variable and secondary data, good corporate governance index and performance of SOEs. SOEs performance are extracted from two type, first the company's health and assessment criteria for performance excellence. Both of these performance measures has been assesed both of by internal assessment and also the SOE and independent parties.This research used data of 63 state-owned enterprises with such criteria. Primary data such as ethical leadership data, obtained from the Vice President, Senior Vice President of 63 SOEs. SOEs data obtained from internal asesment and by independen party. Results of the study revealed that ethical leadership significant effect on organizational performance. Ethical leadership directly positive significant effect on organizational performance, while good corporate governance can not be a mediating variable. This study also proved significant influence ethical leadership positively to good corporate governance. Other findings, good corporate governance positively affects organizational performance. Ethical leadership a more direct impact on organizational performance compared to the indirect influence through the mediating variables of good corporate governance. The findings reveal the higher index of corporate governance and ethical leadership, the higher the performance of the organization.</em></p>


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joan F. Marques

Purpose To encourage those who feel victimized by the tendency of “othering” or being part of an “outgroup” in any organization, in perceiving this reality from a more constructive angle. Design/methodology/approach A reflective viewpoint, supported by observations, conversations, and readings. Findings Othering exists, but it is a perspective that we can choose as a source of oppression or growth. Practical implications Considering the five ideas in this article can assist readers in becoming more resilient and positive members of their work- and other environments. Social implications As more people decide to rethink othering, the ridiculousness of the entire tendency may get deposed, and othering may become an obsolete behavioral pattern. Originality/value Presenting five ideas pertaining to performance excellence, making a constructive difference, keeping a mindset of elevating rather than defeating perspectives, maintaining dignity, and moving to new horizons. Through these five ideas, the author proposes a constructive perspective to a trend that is usually considered discriminatory and subjugating.


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