AN INTEGRATED PERFORMANCE MANAGEMENT FRAMEWORK FOR A MULTI-BUSINESS COMPANY

The evolution in management and leadership styles within organisations is meant to improve organisational performance and goal attainment. As such, management approaches have evolved over the years from human relations management approaches to scientific management approaches and to a combination of both approaches. The changes in management approaches were aimed at improving organisational behaviour and performance results. With this in mind different organisations have come up with different performance management practices. This has resulted in service organisations such as education borrowing performance management practices from other fields such as commerce and industry. Within this context the Public Service Commission in Zimbabwe adopted the performance appraisal system in education and other sectors that fall under its jurisdiction in 1995. The performance appraisal system was meant to evaluate and improve the performance of teachers within the education system in Zimbabwe. Performance appraisal within the Ministry of Education was used as a strategy to review and evaluate the performance of school teachers, school heads and other education officers within the ministry. It was also used for the purpose of promotion and the award of bonuses within the public service in Zimbabwe. Apart from improving performance within the civil service, the system was meant to increase accountability as it placed emphasis on outcomes. From the performance appraisal system introduced in the 1990s, the Public Service Commission introduced Results Based Management (RBM) in education and other sectors in 2005. The paper aimed at establishing the extent to which RBM had been used in performance management in education. It aimed at exploring the extent to which RBM could be used as a management tool in the civil service, with particular reference to the education sector in Zimbabwe as it sought to answer the question: To what extent has RBM contributed to an improvement in performance and service delivery in the civil service? The paper relied on different indicators of performance, and the views expressed by teachers who were studying with the Zimbabwe Open University at the time of the study. The study used the mixed methodology and the descriptive survey design. Data was generated from one hundred teachers in schools in Harare who responded to structured questionnaires and open-ended questionnaires. Data was quantitatively and qualitatively analysed. A number of challenges that impacted negatively on the attitudes of teachers on RBM were identified. The paper made conclusions and recommendations on the applicability of RBM as a management tool.

Effective performance management is crucial to any sucess of an organization. Traditional performance evaluation generally focus on financial performance, process control, or individual performance seperately,which is not sufficient to generate the overall perception of the corporate performance. This disadvantage is far more obvious since the emergence of knowledge economy. Balanced scorecard is recognized by HARVARD BUSINESS REVIEW as the most powerful management tool in 75 years, which includes each performance variables as long term and short term, financial and non-financial, lagged and leading indicators. So a linkage between corporate strategy and performance evaluation system is developed, also makes performance evaluation system as the major mechanism of strategy success. Once performance management is realized by daily operations, corporate could henceforth more focuse on the strategy and reach the goal. So purpose of this thesis is how to introduce balanced scorecard to airlines. This thesis is case-study-oriented. Through the industrial study of international commercial aviation and target airlines operations analysis, this thesis develops the linkage between the corporate strategy and project strategy for possibility analysis of balanced scorecard applied to target airlines. Although the pilot test of target airlines’ balanced scorecard is still in process. Following effects are already realized at the initial stage. 1. Balanced scorecard as the platform of corporate strategy management and resource management. 2. Balanced scorecard as the tool of fine tune for operations magement processes. 3. Fine tune of operations performance of outsourcing service company. Balanced scorecard fits any corporate strategy. Not only operation management processes, but also the customer management processes and innovation processes could be applied to balanced scorecard.

The role of intangible strategic resources – or with other words: intellectual or knowledge capital – has been one of the most intensively discussed topics of organizational and management studies in the last 25 years both from theoretical and practical aspects. Various scholars with different background – from strategy management, to performance management, HR and knowledge management, until (management) accounting studies and others – have discussed the role of intangibles in value creation, strategy and corporate performance, and the significant management challenges around them. In addition, more than 40 different performance measurement and management frameworks and methods have been developed and published by organizations from various sectors: not only from the so-called knowledge industries – such as education, financial services, IT services or management consulting – but also from traditional sectors like manufacturing, construction and others. Nevertheless, the number of those companies which have been able to successfully implement and use the abovementioned performance management tools and methods is much less than it was expected originally. If applying Gartner’s lifecycle model (Gartner [2016]), the most recent period could be easily called as ‘Through disillusionment’ because of the challenges and barriers arisen. Several challenges are related to the immaterial character of intangible strategic resources, however, important organizational factors – including leadership support and commitment – are also crucial according to both strategic performance management (SPM) and intellectual capital management (ICM), and organizational behavior studies as well. The role and impact of leadership is one of the key factors is in both the SPM, ICM and OB literature. So, it is in the focal point of my thesis when analyzing human capital and its integration level into strategic performance management system in an organization where human capital plays a crucial role in both strategy and performance. Human capital is one of the key components of intangible strategic resources with crucial impact on value and performance in various organizations. This explorative case study research has been conducted for almost 10 years and applied mixed research methodologies to understand my main question in the best possible way: why, how and what kind of human capital information is integrated into the corporate strategic performance management system, and what is the role of the senior management’s leadership style and characters at a firm where human capital is critical. By this, I aim to contribute to both the scientific and practical discourse around intellectual capital management, and the related organizational challenges. During this thesis, my original SPM perspective has been consciously and functionally combined with a change management and leadership, as well as organizational behavioral aspects, as these are all relevant for the successful implementation of an SPM system, and its beneficial use for human capital management purposes in an organization. Based on the empirical results of this case study research, even senior manager’s leadership characteristics or the main function of SPM itself can at least partially influence the level of human capital’s integration into corporate SPM, the bigger impact at the organization are related to several supporting, substituting and neutralizing organizational factors. The maturity of HRM and Strategic functions, and the level of low data availability regarding human capital performance measures all have a significant influence on the way human capital’s performance is measured and managed at the firm. This might be one of the reasons why most of the abovementioned ICM methods and tools have been not implemented successfully in organizations. Of course, to derive such a generalizable result was and could not be the objective of my thesis, but to deeply understand the phenomenon in an organization where it appeared to be relevant from various aspects. Since the results of this thesis are strongly related to studies of various SPM scholars – e.g. Simons, or Anthony and Govindarajan (etc.) – the integration of SPM, ICM and organizational behavior (here: leadership) perspectives can lead closer the scientific community to understand the theoretical and practical challenges regarding measuring and managing intangibles, and help us to step forward from the current state of ‘Through disillusionment’ to ‘Slope of enlightenment’ in the near future. Besides deeply understanding the case study organization, this latter and to provide insightful inputs for various following combined research projects have been also important goals and aimed contribution of this thesis.

Purpose - This study is intended to identify the relationship between corporate environmental factors and corporate performance to respond to trade market dynamics caused by climate change. This research is performed with the hypotheses that proposes the use of green supply chain management has an impact on environmental factors and corporate performance.
 Design/methodology - Based on previous research, the team investigates factors and variables, and conducted empirical study. This research paper performs factor analysis such as reliability and validity and structural equation model using SPSS 27 and AMOS 26 to test hypotheses and study model.
 Findings - This research paper sets environmental regulations, government support, and corporate cultures as corporates’ environmental factors and analyzes green supply chain management and corporate performance, which results in the similar findings to previous research, however new insight also comes out. Environmental regulations alone cannot have a direct impact on corporates’ environmental performance and government support has no impact on green supply chain management and corporate performance.
 Originality/value - Previous research focuses on the past’s environmental regulations and corporate cultures. On the other hand, this study analyzes nowadays environmental regulations and various government support. In addition, this research paper studies in consideration to overall circums- tances, whereas the previous research deals with ESG and green supply chain management separately. In other words, the recent green trends and factors are applied to this study analysis.

ABSTRACTSince 2009, a cross-sectorial reform based on the New Public Management (NPM) principles introduced a performance management system in Italian universities. On the basis of the analysis of the documents regarding the performance management system produced by 60 public Italian universities as a result of the reform implementation, the paper investigates the performance management tools in relation to both completeness and use of them. The analysis highlights that the universities have implemented performance management tools in an unstructured and nonhomogeneous way. This allows formulation of hypotheses on the main determinants of this unsatisfactory result.

Performance Management System (PMS) is considered as one of the vital aspects of Human Resource Management. PMS is the focus of study in this paper. The effectiveness of Performance Management System of a manufacturing company in Malaysia has been studied. And for this study, factor analysis is conducted. Different factors attributing to effectiveness of Performance Management System have been extracted and the study highlighted that Reward and Development, Continuous Communication and Departmental Development, Standard and Goal Setting, Developing HR Systems, Policy and Tool for Performance Management, Performance Measurement, Performance Linkage to Payment Decisions, Fairness for Employee Appraisal, Implementation and Employee Control, and Performance Review and Employee Recognition are the factors responsible for PMS Effectiveness. It has been suggested for taking developmental measures to enhance the existing Performance Management System contributing more for the benefits of organization and also for the betterment of the employees of the organization. Firstly, the importance of Performance Management System and the factors attributing to its effectiveness have been discussed in the introduction section. Secondly, relevant literature is being reviewed. It is followed by discussion about the methodology adopted in this study. Fourthly, results pertaining to this study and their analysis have been discussed in detail. Finally, concluding comments have been mentioned.

In ARIS Process Platform, and particularly ARIS PPM, users have a professional tool for Corporate Performance Management. Consistent alignment with process analysis, combined with the ability to analyse process-external data at the same time, enables users to detect weak points in the process organization with comprehensive and easy-to-use analytical methods (Process Mining, ABC analyses etc.). Beyond the evaluation of key performance indicators, the graphic visualization of actual processes is a patented method for identifying patterns in the execution of processes and pinpointing optimization potential. The system has been applied successfully, its flexibility and effectiveness proven in widely differing real-life situations for many customers in vastly different sectors of industry.

PurposeThe purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines.Design/methodology/approachThe paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development.FindingsThe conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts.Originality/valueGrowing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.

EUGENE FAMA and Michael Jensen's treatment of the "Separation of Ownership and Control" is both insightful and informative. It deepens our understanding of corporate control, and the analysis of residual claimants usefully extends the economics of internal organization to include partnerships, mutuals, nonprofits, and the like. The basic argument is this: specialized governance structures arise in response to the efficiency needs of each type of organization. This is an important argument and one with which I broadly concur. They couple this, however, with a strong suggestion that these structures have reached a high degree of refinement-on which account there is not now, if indeed there ever has been, an organization control problem with which scholars and others are legitimately concerned. On this point I have grave doubts. My discussion of the paper addresses three issues: What is the relation, if any, of the hierarchical organization of the firm to economic performance? What relation, if any, does residual claimant status have to the composition and character of the board of directors? And is there now or has there ever been a corporate control problem? I deal with each of these issues in order.

Depletion of natural resources and global warming change the way companies are working with. The production and delivery cycle has changed. Many countries made it mandatory measure like carbon taxation and introduced the concept of “Go Green”. However, research on green supply chain management (GSCM) keeping environmental management system (EMS), corporate performance (CP), and green supply chain management practices (GSCMP) in view still need more work. This study is about to measure the impact of green supply chain practices and environmental management systems on corporate performances and green supply chain management. This study is based on a quantitative technique. Data from 553 respondents were collected. The results support the majority of hypotheses and prove that GSCMP has a positive impact on CP and EMS has a positive impact on GSCM. This study helps managers to consider how to develop the environmental capability to improve the environment. This study addresses a gap in the existing literature that few studies have explored on implementing EMS.

Despite the increasing importance of information technology in firms, the extent to which IT governance are established varies widely across the firms. To perform desirably the role of IS needed in most companies, high level of IT governance and the effective management should precede. However, the impacts of such activities and management on the IT governance have not been empirically examined in depth until now. Thus, building on the theory of governance and the institutionalization, the research model and the hypotheses of the study were formed and then empirically tested. The study used a survey of senior IT managers from 108 firms in order to examine hypothesized relationship among the following constructs: strategic alignment, IT governance committee, IT planning, EA, PMO, SLM, IT compliance, incident management, IS effectiveness, visibility, and corporate performance. A structural equation model is developed by using LISREL to assess the relative effects and interrelationship among these constructs. The results show that strategic alignment has positive influence on IT governance committee and IT planning. IT governance committee, IT planning, SLM, incident management from IT governance activities have positive effects on IS effectiveness, whereas IT compliance has a negative effect on IS effectiveness. Visibility is positively influenced by IT planning, EA, SLM. IT compliance, and both IS effectiveness and visibility have positive effects on corporate performance.

[Purpose]This study aims to examine the impact of ESG management and green innovation on corporate performance, based on the theories of sustainable development and stakeholder theory. [Methodology]The study was designed by using previous research and theoretical frameworks, and a survey was conducted targeting Chinese manufacturing firms. A total of 192 valid questionnaires were used for the final analysis, and hypotheses were tested using PLS-SEM. [Findings]The results revealed that both ESG management and green innovation have a positive impact on corporate performance. Furthermore, green innovation plays a mediating role in the relationship between ESG management and corporate performance. This indicates that implementing ESG management and promoting green innovation are essential management strategies for a company’s sustainable survival and growth. [Implications]This study suggests that companies can achieve sustainable growth through green innovation in the course of implementing ESG management. The findings will help companies develop policies for adopting ESG management practices, encompassing environmental, social, and governance factors, to achieve long-term business success and sustainable development.

The author proposes in this article an updated methodological framework for the assessment and comparison of various models of regional economic integration in terms of assessing their advantages, strengths, weaknesses and effects. Set of criteria has been developed for this purpose (type, form, methods, mechanism, factors, terms). The proposed methodological approach also creates a framework, which allows comparing the scale, depth and dynamics of different models of integration

Purpose The purpose of this study is to explore the influence mechanisms of corporate digital intelligence, institutional environment and green supply chain management on corporate performance. It aims to provide a solid theoretical basis for manufacturing industries to build a “technology-institution-management” collaborative innovation system and propose targeted countermeasures. Design/methodology/approach This study constructs an integrated framework of “Digital Intelligence-Green Management/Institutional Environment-Corporate Performance.” It analyzes a survey of 330 Chinese manufacturing firms using partial least squares structural equation modeling (PLS-SEM). Findings The findings show that corporate digital intelligence has a significant direct impact on green supply chain management and firm performance. Green supply chain management plays an important mediating role between corporate digital intelligence and firm performance. Additionally, the institutional environment has a significant moderating role in the interaction between corporate digital intelligence, green supply chain management and corporate performance, and its importance deserves further attention. Originality/value This study is original in its construction of an integrated framework that links corporate digital intelligence, institutional environment and green supply chain management to corporate performance. It provides novel insights into how these factors interact and influence each other, particularly in the context of traditional manufacturing industries.

In the economic activities enterprises set goals which, if achieved, enable performance improvement. In this regard, it becomes necessary to develop forecasts mentioned in budgets, which are used as tools for enterprise performance management. Creating an effective budget system, closely related to the medium and long-term plans of the company, is the key to profitable economic activity, which allows to find the right path to achieving the proposed objective and to promptly detect any obstacles. The budget is thus a strategy to improve performance by achieving better productivity, more efficient money spending, and to motivate employees to fulfil the budgetary provisions. In the process of budgeting, the starting point is the sales budget, based on the sales program to which the company aims. Within it, the quantity, the selling price and the projected turnover are broken down into different time periods. Preparing a budget of marketing expenditures constitutes a logical consequence of the commercial activity as defined in the sales budget, thus allowing the establishment of the costs for the sale of the company’s products and the commercial margin.