Suchergebnisse

During the past two decades, prison executives have begun to use performance-based management more extensively and frequently. The purpose of performance measurement is to assure accountability by translating agency missions into measurable outcomes, setting performance targets, regularly monitoring performance, and working toward quality improvement. Success among state departments of corrections in improving performance through results-driven management led the Association of State Correctional Administrators (ASCA) to begin an initiative to establish a national performance measurement system. A national system would clarify misunderstandings, establish standards, design measurable outcomes, allow cross-agency evaluations, encourage management to be future oriented, and provide motivation for using performance-based management with the profession. This article reviews ASCA's efforts to select measures of correctional performance, identify indicators of those measures, and specify measurement rules.

PurposeThis paper aims to present a hybrid knowledge based (KB) – analytic hierarchy process (AHP) – gauging absence of pre‐requisite (GAP) analysis of performance measurement system (PMS) expert system (ES) model.Design/methodology/approachThe KBPMS has been developed using the rule base approach of ESs. Full details are given for the customer perspective (CP). The KBPMS considers five levels of company performance: business perspective, CP, manufacturing competitive priorities perspective, internal process perspective and resource and method availability perspective. CP model of the KBPMS system, and thereafter the complete model is summarised for the different modules. Embedded within the KB is the ability to benchmark the PMS existing in a company to assist in the improvement process.FindingsThe validation of the hybrid KBPMS was confirmed through three real applications in the manufacturing industry sector: aircraft component manufacturing, electronics manufacturing and telecommunication products manufacturing. The results of the validation exercise indicate that the present hybrid KBPMS model is a suitable decision‐making tool to assist the practitioners of PMS and provides consistent and detailed prioritised results for actions and improvements.Research limitations/implicationsFuture research work could consider a larger sample size and cover a wider range of industry types, including services industry.Originality/valueThis paper presents an original and novel approach (KB/ES coupled with AHP and gap analysis) to designing and benchmarking PMS in a manufacturing environment.

Purpose
The purpose of this paper is to examine the perceptions of academic human capital (HC) towards a university's research performance measurement system (PMS), in response to a national research assessment exercise (RAE).


Design/methodology/approach
This paper draws on a subset of the data from a large mixed method case study research project about the impact of ERA on an Australian public sector university.


Findings
The findings reveal that the research PMSs were designed, implemented and used as a tool to measure and manage the research performance of HC within the university. The case study university performed well in the RAE. However, this also led to several unintended consequences in the form of fear and anxiety, gaming and strategic initiatives, a focus on quantity and not the quality of research, and increased workload, which led to a loss in the stock of HC.


Practical implications
This empirical evidence can inform governments and policy makers of the unintended consequences of government research evaluations on academic HC. University managers could improve the design of HC management systems by not only measuring academic HC performance, but also providing training and resources to enhance, support and maintain the overall well-being of academics.


Originality/value
This study provides insights regarding the connection between a university's PMS and academic HC and contributes to the academic literature on intellectual capital and PMSs.

Asserts that attention in the field of performance measurement research has begun to focus on the behavioural implications of performance measurement in manufacturing. Proposes a framework which aims to generate a performance measurement system, designed and run by production cell employees, that will drive the shopfloor towards the requirements of its customer. Expands on research into the behaviour implications of performance measurement which has found that considerable improvement in morale and performance are made possible if shopfloor employees are allowed to decide on the performance measures which drive and direct their own continuous improvement activities.

This study examines the antecedents and consequences of the use of the performance measurement system of local government. It aimed to investigate the effect of organizational culture, external pressures, and leadership commitment using a performance measurement system. It also further investigates whether the use of a performance measurement system affects public accountability. The data were collected by distributing a questionnaire to the local government staff. The sample of this study was civil servants of the Special Region of Yogyakarta. There were 95 respondents in this study. In analyzing the data, multiple linear regression was used. The results indicate that organizational culture, external pressures, and leadership commitments significantly affected the performance measurement system. It also found that using a performance measurement system had a significant positive effect on public accountability.

Purpose
The purpose of this paper is to examine how a performance measurement system (PMS) can be designed for a collaborative network and to identify which factors affect such a design.


Design/methodology/approach
This is a single-case study of a collaborative network. The data have been collected from semi-structured interviews conducted during 2008-2009 and after the design process in 2010 and 2012, respectively.


Findings
The research results present a five-step process model for designing a PMS for a collaborative network. The findings show that a participatory development style that enhances socialisation, the positive development of a network culture and an outside facilitator all have beneficial effects on the design process.


Practical implications
The practical contribution of this study is related to knowledge about the PMS design process for a collaborative network to support its measurement-related development projects. This knowledge involves the phases of such a process as well as the various factors supporting or hindering it.


Originality/value
The study presents a PMS design process for the case network, which can be utilised in other collaborative networks in a similar context. It also highlights the most essential practical experiences related to this process.

Tujuan dari penelitian ini adalah untuk menguji pengaruh informasi, tekanan eksternal, dan pelatihan terhadap penggunaan sistem pengukuran kinerja dalam kegiatan operasional, insentif dan eksplorasi. Sampelnya terdiri dari 102 Pemerintah Desa di Kabupaten Demak. Responden dalam penelitian ini adalah Kepala Desa. Alat analisis yang digunakan dalam menguji hipotesis ini adalah SmartPLS 3.0 menggunakan teknik analisis Structural Equation Model (SEM). Hasil penelitian menunjukkan adanya pengaruh positif informasi dan pelatihan terhadap penggunaan sistem pengukuran kinerja dalam kegiatan operasional, adanya pengaruh positif informasi terhadap penggunaan sistem pengukuran kinerja dalam kegiatan insentif, dan adanya pengaruh positif tekanan eksternal dan pelatihan terhadap penggunaan sistem pengukuran kinerja dalam kegiatan eksplorasi. Dengan demikian dapat disimpulkan bahwa informasi, tekanan eksternal dan pelatihan memengaruhi penggunaan sistem pengukuran kinerja pada Pemerintah Desa di Kabupaten Demak. The purpose of this study was to examine the influence of information, external pressure, and training towards the use of performance measurement system for operational, insentive, and exploration activity. The sample consist of 102 Village Government of Kabupaten Demak. The respondent in this study are Kepala Desa. Analysis tools are used to test this hypothesis is SmartPLS 3.0 using analysis technical of Structural Equation Model (SEM). The results showed that the positive effect of information and training to the use performance measurement system for operational activity, the positive effect of information to the use performance measurement system for insentive activity, and the positive effect of external pressure and training to the use performance measurement system for exploration activity. So, this study concluded the information, external pressure and training has effect to the use performance measurement system for operational, insentive and exploration activity of Village Government in Kabupaten Demak.

Purpose– Based on a systematic literature review, requirements on a PPMS are identified in order to derive concrete demands and design features for such a system by using quality function deployment (QFD). The purpose of this paper is to formulate a proposal for design recommendations toward a holistic, customer-oriented Process Performance Measurement System (PPMS).Design/methodology/approach– A literature review is used to identify customer demands and design features that characterize a PPMS. To determine the critical design features of a customer-oriented solution, the QFD method is applied.Findings– The paper confirms that there is currently no published concept for an integrated, holistic PPMS. Therefore it provides a first approach to the formulation of a design recommendation based on the customer requirements and design features. A literature-based weighting facilitates a first identification of critical design features. The identified conditions specify the context which can be regarded as a prerequisite for the application of the system.Research limitations/implications– As a result of the investigation, two main issues were identified, which restrict the complete development of a House-of-Quality matrix and therefore require further research: First, no reliable relationships between the customer requirements and design features could be derived from the conducted content analysis and second, no correlations between the identified design features could be detected.Practical implications– The paper provides a design basis for specific application systems and their information requirement analyses. It can also serve as an evaluation basis for existing software products in the market.Originality/value– The connection of a literature review with the QFD procedure transfers a consolidated state of PPMS research into an applicable design recommendation and therefore supports rigor and relevance of the research.

PurposeThe purpose of the study is to explore the relationship between performance measurement systems (PMSs) and organizational learning (OL) and the impact on firm human capital building.Design/methodology/approachData were collected using a survey instrument. Then, a structural equation model (SEM) was used to test the proposed model.FindingsThe results reveal that PMS, which is designed with three main qualities – valid, comprehensive, and coherent with its environment – has an overall positive relationship with OL and firm's human capital (employee satisfaction and work‐related competencies). First, the validity of the individual performance measure is found to be positively linked to employee satisfaction. Second, the comprehensiveness of the PMS and work‐related competencies are positively associated. Third, the coherence of the PMS with its environment has a positive relationship with OL but not directly with the human capital indicators. Thus, OL, which is positively associated with both work‐related competencies and employee satisfaction, mediates the relationship between the coherence of the PMS and the work‐related competencies.Originality/valueThere are some linkages among these three concepts (PMS, OL and human capital) that have not been specifically explored in the existing relevant studies. Previous studies have asserted that human capital could not be utilized and nurtured without supporting infrastructure. Therefore, this study explores the relationships among the three constructs to uncover the additional benefits of PMS and OL for different purposes such as building firm's human capital. This could help firms to improve the utilization of their existing management tools and their competitiveness.