Strategic Transition and Performance Measurement System: An Explorative Field Study

2012 ◽  
Author(s):  
Narisa Tianjing Dai ◽  
Guliang Tang ◽  
Pingli Li
Keyword(s):  
Performance Measurement ◽  
Field Study ◽  
Measurement System ◽  
Performance Measurement System ◽  
And Performance

scholarly journals The national Indigenous health performance measurement system

2008 ◽  
Vol 32 (4) ◽  
pp. 626 ◽  
Author(s):  
Ian P Anderson ◽  
Marcia Anderson ◽  
Janet Smylie
Keyword(s):  
Health System ◽  
Performance Measurement ◽  
Measurement System ◽  
Indigenous Health ◽  
Performance Measurement System ◽  
Health Strategy ◽  
Key Informant ◽  
Strategic Goals ◽  
Government Websites ◽  
And Performance

This article reviews the development of the national Indigenous performance measurement system over the last decade. Data were collected from the published and unpublished literature and review of government websites, facilitated by key informant interviews which provided information about the policy context. A number of innovations have occurred over the last decade, including the development of a conceptual framework to underpin a system-wide approach to performance measurement that is aligned with nationally agreed strategic goals. The development of mechanisms to oversee Indigenous health strategy and health data development create formal mechanisms that potentially link data development and performance measurement priorities. Innovation in the development of processes to support health system performance improvement is evident, but this needs to be prioritised, particularly with respect to those components of the health system that are not Indigenous-specific.

scholarly journals Does Performance-Based Budgeting Have a Correlation with Performance Measurement System? Evidence from Local Government in Indonesia

2018 ◽  
Vol 10 (1) ◽  
pp. 163-176 ◽  
Author(s):  
Hafiez Sofyani
Keyword(s):  
Local Government ◽  
Performance Measurement ◽  
Measurement System ◽  
Structural Equation ◽  
Negative Influence ◽  
Positive Influence ◽  
Equation Model ◽  
Performance Measurement System ◽  
And Performance ◽  
Special Region

Abstract This study aimed to empirically test some variables related to Performance-Based Budgeting (PBB) and Performance Measurement System (PMS) implementation in the local government, namely Special Region of Yogyakarta, Indonesia. This study applied the mixed-methods approach with sequential explanatory strategy (QUANTITATIVE to Qualitative). Quantitative stage was conducted by testing the hypothesis using the Structural Equation Model (SEM) approach. On the qualitative stage, the interview was conducted to dig more information on the unsupported hypothesis. From the result of the hypothesis testing, it was discovered that the limitation of information system had a negative influence, while education had a positive influence towards the effectiveness of PBB. Furthermore, the effectiveness of PBB had a positive influence towards budget absorption, and the accountability also had a positive influence towards the use of performance information to practice the arrangement of PPB. Meanwhile, the qualitative analysis produced the finding that there were practices of PBB that could still be done manually and it was not supported by information technology. Besides, the implementation of PMS and PBB was more because of the coercive pressure rather than consciousness of normative apparatus.

scholarly journals Market Orientation and Performance Measurement System Adoption Impact on Performance in SMEs

2015 ◽  
Author(s):  
Aapo Ilmari LLnsiluoto ◽  
Sanna Joensuu ◽  
Elina Varammki ◽  
anmari viljamaa ◽  
Kirsti Sorama
Keyword(s):  
Performance Measurement ◽  
Market Orientation ◽  
Measurement System ◽  
Performance Measurement System ◽  
And Performance

scholarly journals PERANCANGAN SISTEM PENGUKURAN KINERJA PT. CENTRAL PROTEINA PRIMA Tbk MELALUI PENDEKATAN HUMAN RESOURCES SCORECARD

2016 ◽  
Vol 12 (2) ◽  
pp. 156
Author(s):  
Erza Ardenta Wicaksana ◽  
Darsono Darsono ◽  
Joko Sutrisno
Keyword(s):  
Human Resources ◽  
Performance Measurement ◽  
Performance Appraisal ◽  
Measurement System ◽  
Performance Measurement System ◽  
Central Protein ◽  
Measurement Results ◽  
And Performance ◽  
Hierarchy Process

PT.  Central  protein  Prima,  Tbk.  still  do  not  have  a  performance measurement system that supports the role of the human resources of the company's strategy.  Human  Resources  Scorecard  is  a  system  for  measuring  human  resource linking  people,  strategy  and  performance  to  produce  a  superior  company.  Human Resources  Scorecard  outlines  the  vision,  mission,  strategies  into  action  Human Resources  measurable  contribution.  PT.  Central  protein  Prima,  Tbk.  requires  a measurement of performance of human resources. The concept used is the company's Human  Resources  Scorecard  in  order  to  improve  and  enhance  the  performance  of human  resources  in  order  to  achieve  the  vision  and  mission  of  the  company.  The purpose of this study was to determine the performance measurement system design, implementation and comparison of results of design performance measurement results in  2013  and  2014  according  to  the  Human  Resources  Scorecard  at  PT.  Central protein Prima, Tbk. This research method using Analytical Hierarchy Process (AHP) to determine the weight and Likert scale to determine the score of the assessment of performance  measurement.  The  results  of  the  measurement  of  the  performance appraisal of human resources at PT. Central protein Prima Tbk. In 2013 obtained a score of 94.6 percent means the performance has yet to reach the target with yellow and  votes  in  2014  obtained  a  score  of  101.4  percent  means  the  performance  has reached the target with green ratings.

scholarly journals Market Orientation and Performance Measurement System Adoption Impact on Performance in SMEs

2018 ◽  
Vol 57 (3) ◽  
pp. 1027-1043 ◽  
Author(s):  
Aapo Länsiluoto ◽  
Sanna Joensuu‐Salo ◽  
Elina Varamäki ◽  
Anmari Viljamaa ◽  
Kirsti Sorama
Keyword(s):  
Performance Measurement ◽  
Market Orientation ◽  
Measurement System ◽  
Performance Measurement System ◽  
And Performance

A Performance Measurement System to Support Materials Management in Engineer-to-Order Companies

2014 ◽  
Vol 1039 ◽  
pp. 569-576 ◽  
Author(s):  
Børge Sjøbakk ◽  
Oksana Bondarenko ◽  
Tara Kamran
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Measurement System ◽  
Management Practice ◽  
Performance Measurement System ◽  
Materials Management ◽  
Support Materials ◽  
Engineer To Order ◽  
And Performance ◽  
A Performance

Materials management is one of the most important and critical processes within production planning and control in engineer-to-order (ETO) companies. To bring attention to this activity, ETO companies may benefit from a performance measurement system (PMS) that systematically monitors how well the activity is carried out. However, limited literature specifically addressing performance measurement in ETO has been identified. As a response to this, literature on ETO and performance management and –measurement has been reviewed and discussed in order to propose a PMS for measuring materials management performance in ETO. The research provides a basis for further studies on the topic, and the proposed PMS could be used by managers in ETO companies to assess and improve their materials management practice.

scholarly journals PUBLIC MANAGERS' PERCEPTION OF THE PERFORMANCE MEASUREMENT SYSTEM, WITH EMPHASIS ON THE PERFORMANCE PRISM

2020 ◽  
Vol 5 (2) ◽  
pp. 61-78
Author(s):  
Otávio Henrique Cintra Monteiro
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Performance Measurement System ◽  
Non Profit ◽  
Public Managers ◽  
Performance Measurement Systems ◽  
And Performance ◽  
A Performance

Performance measurement system is an instrument that supports better organizational performance. This theme has evolved over time, while systems have become multidimensional and intent on projecting the future. In addition, in an open system logic, the understanding of the stakeholders becomes relevant to a performance measurement system. For this reason, the system model called Prism de Performance draws attention because it is based on stakeholders. Therefore, this article aims to analyze the perception of public managers who work in the implementation of strategic planning and performance on performance measurement systems, with an emphasis on the Performance Prism. Through a questionnaire data were obtained and analyzed using the Kruskal-Wallis statistical model. As a result, it was found that the focus on stakeholders is considered important for a dimension of a performance measurement system and that the Performance Prism is not known by professionals who work with the implementation of strategic planning and monitoring of results, even though the model is applicable to non-profit entities.

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