Web-Based Strategic Performance Management System for State Universities and Colleges (SUCS)

중소기업에 있어서 미션과 비전의 설정을 바탕으로 한 전략의 수립과 이에 근거한 전략적 성과관리시스템의 설계에는 자원의 제약으로 인한 결핍이 존재한다. 이러한 제약이 존재하는 환경에서 기업의 지속성과 발전을 위해서는 기업이 설정하고 있는 전략유형에 대한 고찰을 바탕으로 한 전략의 수립이 매우 중요하다. 본 연구의 구체적인 목적으로는 첫째, 전략유형이 조직경영성과에 영향을 미치는지와 전략유형의 강도에 따른 전략경영성과의 차이가 존재하는지로 설정하였으며, 두 번째 목적으로는 성과측정시스템이 경영성과에 영향을 미치는지와 사용정도에 따른 경영성과의 차이가 존재하는가이며, 마지막으로 전략유형과 성과관리시스템간의 상호작용에 의한 효과가 있는 지를 검증하였다. 본 논문에서는 이와 같은 분석을 위하여 대구 경북지역의 중소기업을 대상으로 전략유형을 분류하고 이에 적합한 전략적 성과관리시스템을 설계함으로써 기업의 경영성과 개선을 가져올 수 있는지에 대하여 연구하였다. Medium and Small Firms have faced complex and dynamic environments that have been attributed to increases in the globalization and competitiveness of the global economy. To success in this environments, Medium and Small Firms should set up management strategy and introduce strategic performance management system. And, the strategic performance management system are modified to fit in management strategy. The purpose of this study is to find out firstly, whether management strategy types affect the organizational performance and the intensity of the types makes a difference on the performance and secondly, whether the evaluation system or the degree of utilizing the system affects the organizational performance and finally, whether the interaction between management strategy types and strategic performance management system makes a significant influence on the organizational performance. In this paper, we categorize the type of strategy for Medium and Small Firms in Gyeongsangbuk-do and Daegu areas, and study whether Firm's performance can be improved by designing appropriate strategic performance management system.

High performance is the goal that all companies hope to attain. And the strategic performance management systems are the basic safeguard for a company to get high performance. From the Perspective of Core Competencies, this paper has built a Hierarchical model of the strategic performance management systems for companies, and reviewed entirely the relationship between the strategic performance management systems and core competencies, the agreement between core competencies and performance culture, the agreement between performance culture and the implementation of performance management, and the harmonious relationship in the performance management process.

Individual Performance Commitment Rating (IPCR) is a tool utilized in the implementation of the Strategic Performance Management System (SPMS) among state universities and colleges in the Philippines. The aim of this study is to standardizing (IPCR) computation for faculty with multi-designations in state universities and colleges in the Philippines and be subjected to acceptability evaluation using technology acceptability model (TAM). In addition, administered in accordance with the rules, regulations and standards promulgated by the Civil Service Commission (CSC). Using a descriptive-developmental design, purposively sampled university and campus officials with multi-designations for the past three school years served as the first set of respondents. Their profile, work satisfaction and method of IPCR computation for the past three years were determined. The second set of respondents who evaluated the acceptability of the mathematical model were IPCR main end users such as the university officials, administrators, and statistics center staff. Evaluation result on the acceptability of the developed model based on usefulness, ease of use, attitude towards usage and intention to use was at very highly acceptability level. It is recommended that such mathematical model in computing the IPCR for faculty with multi-designations be a springboard for discussion for PSU and CSC further evaluation and possible adoption.

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.

State universities and colleges (SUCs) in the Philippines are increasingly adopting ISO 9001:2015 by the International Organization for Standardization (ISO) to enhance their organizational performance. However, maintaining the quality management system (QMS) beyond initial certification presents significant challenges, including deviations from compliance and lack of sustained resource support. This research seeks to explore the integration and long-term sustainability of ISO 9001:2015 within SUCs, with a particular focus on extension services. Using a descriptive case study approach, data were gathered through interviews, document analysis, and field observations conducted in two SUCs located in Region III. The research not only identifies the benefits like improved service delivery and satisfying stakeholders, but it also recognizes the hindrances that include the reluctance to change and resource mobilization. The study concludes that indeed the QMS has a positive impact on the performance of an organization, but at the same time, its continuity depends on the uninterrupted support as well as the involvement of relevant stakeholders (Sartor et al., 2019). These findings account for the broader conversation on quality management (QM) in higher education institutions (Al-Bashir, 2016) and how proper strategic planning is the key to meeting the long-term goals of the institution.

This study centers on the inadequately explored relationship between the demographic profiles of key officials in State Universities and Colleges (SUCs) and the organizational performance of these institutions, particularly in Region VIII. Using a quantitative method approach, quantitative data from institutional office performance commitment and review (OPCR) of the institution’s key officials were analyzed. Findings indicate that generally a high degree of consistency in the performance of the required functions of the key officials in the academic organizations, even though there may be some variability in performance across different functions within the organization. This is indicated by the standard deviation values. The implications of these findings suggest that enhancing quality and fostering excellence in the said core functions are critical for improving overall organizational performance in state universities. Future research should focus on longitudinal studies to assess sustained impacts and explore additional factors affecting organizational effectiveness in higher education settings. Organizational performance, Office Performance Commitment, and Review, Instruction, Research, Extension, and Production.

The challenges faced by teaching and non-teaching staff during the implementation of the Strategic Performance Management System at a state institution in Camarines Sur are examined in this paper. It aimed to develop a better way to evaluate employee performance so that the former had a lot of trust in the review process, and consequently, contributed significantly to the overall achievement of the organisation’s goal. The findings of a descriptive study design indicate that employees are burdened by the broad goals set during performance planning and the lack of coaching and mentoring throughout the performance cycle. The study highlights the need for a thorough, ongoing review and assessment based on trustworthy metrics and staff-shared policies. It suggests that administrators and the performance management team develop strategies to enhance collaboration among administrative staff, upper management, and rank-and-file personnel in order to provide a common motivation for achieving organisational goals.

Purpose – This research aims to investigate impacts of strategic intelligence production and deployment capabilities of top 500 industrial enterprises of Turkey on corporate performance from the perspective of management system and balanced scorecard. Design/methodology/approach – A random sample drawn from top 500 industrial enterprises of Turkey is surveyed face to face in order to reveal their typical characteristics and relation of their strategic intelligence capabilities to corporate performance through descriptive statistics and regression analysis respectively.. Findings – The analysis indicates that strategic intelligence management system solely accounts for 46.5% of corporate performance but its effect increases to 51.6% as it is integrally operated with competitive intelligence, business intelligence and knowledge management. Business intelligence and knowledge management rise corporate performance by 4.8% and 0.3% respectively while competitive intelligence has no discernible effects on the performance. Discussion – Strategic intelligence is dependent on cognitive capabilities managers unless it is systematically produced within the organizational management system. Lack of strategic intelligence system confines organizations solely to cleverness of managers, leading to performance gaps and strategic failures. Systematization of management of strategic intelligence can overcome these drawbacks. Indeed, the research findings indicate that strategic management system make profound impacts on corporate performance. Thus, this study concludes that establishment strategic management system is a requirement for attainment of outstanding corporate performance and its sustainability.

As the changing dynamics of the 21st-century workplace is influenced by societal demands and expectations, understanding the influence of organizational capital strategic indicators on employee performance is pivotal for competitive advantage and establishing best practice. There is a wealth of knowledge developed as to the influence of employee performance on organizational capital and, by association, intellectual capital. What is less known is the reverse influence—how do strategic management indicators of organizational capital influence employee performance? This study, conducted within a United Arab Emirates police agency explored the influence of six such indicators through interviews and a questionnaire. Results indicate middle-ranked positions placed the highest level of importance on risk management and crime prevention, with 97% of all study participants identifying this as an important/very important influencing indicator. Command (Administration) employees place marginally lower importance on an organizational clear vision and key performance indicators compared with core (operational) and services units (community-based services). A total of 89% of participants agreed that information technology/automated software influences employee and organizational performance. Models of excellence were perceived (57%) as having limited influence, however, acknowledging the capacity for influence on overall organizational performance. The variation in employee perception of the organizational capital indicators offers valuable insight for leadership decisions associated with aligning intellectual and organizational capital with the reality of employee, in this case, police officer, performance. Reviewing approaches to performance management supports police agencies to meet the continually evolving demands of the communities they serve.

A selected logistics company, at City Deep in Johannesburg, rolled out a balanced scorecard as a strategic performance management system (PMS) to remedy service delivery challenges since 1997. The institutionalisation of this system has become an essential aspect of its people management strategy in relation to the overall strategic objectives of the company. Numerous problems marred its implementation, with some employees citing inconsistencies in the ratings awarded, ineffective communication and favouritism, and this consequently affected service delivery performance. The primary aim of the study was to evaluate the implementation of a PMS at the selected logistics company. Its sub-objectives guided the study. These include determining the factors influencing the participation of managers and employees in a PMS; evaluating the relationship between knowledge practices in a PMS and excellent service delivery and seeking remedies to the implementation challenges thereof. The quantitative research methodology was utilised in this study. A standardised close-ended questionnaire on a seven-point Likert Scale was employed for data collection from study participants. Microsoft Excel was used to analyse the data collected. Inferential (z) statistic testing, factor analysis, and Cronbach's Alpha test were performed using the Statistical Package for the Social Sciences (SPSS) and the statistical tools available in Microsoft Excel. Research findings revealed that the company's vision and mission statement were not adequately shared with subordinates concerning the company's balanced scorecard as a PMS. Additionally, performance feedback was found to be biased and ineffective, thereby severely affecting the implementation of the PMS. In conclusion, senior management must institutionalise continuous professional development workshops to effectively disseminate the organisation's vision and mission statements to its employees. Managers are urged to conduct regular performance evaluation sessions and provide objective written performance feedback to subordinates timeously.

This study examined the potential for integrating coaching and mentoring within Company X’s existing performance appraisal (PA) system to transform it into a more developmental and strategic Performance Management System (PMS). Specifically, it sought to (1) describe the current appraisal process; (2) assess employee perceptions of reliability, fairness, and developmental value; and (3) identify gaps to inform the design of an enhanced PMS model. A quantitative descriptive design involving 20 employees from various levels was complemented by semi-structured interviews with rank-and-file, supervisory, and managerial staff. Findings reveal that, despite formal implementation aligning with organizational goals, the existing PA system is perceived as primarily compliance-focused, with deficiencies in fairness, recognition, and follow-through on developmental feedback. Respondents reported vague feedback, insufficient coaching, and minimal opportunities for system involvement. The prevailing process functions more as a compliance mechanism than a developmental partnership. Anchored on Goal Setting Theory and operationalized through the GROW Model, this study proposes integrating structured coaching cycles, standardized feedback protocols, and supervisor training to strengthen the system’s developmental focus. Recommendations include semi-annual evaluations, KPI stratification, HRMS integration, normalization of ratings, and the introduction of the G.R.O.W.T.H.+ coaching framework.

This paper aimed to clarify the role that the Balanced Scorecard (BSC) as a performance measurement tool in the company of Algeria Post. The BSC is a strategic performance management system, has been proven suitable for the public sector as the financial aspect is not their only concern. The BSC is « A multidimensional performance measurement system that should serve as decision support for managers. It includes indicators of progress and delay as well as internal and external indicators. It organizes the measures in a coherent system around four balanced perspectives: financial perspective, customer perspective, internal process, learning, and growth ». (Kaplan. S & Norton, 2004, P186). This study focused to improve the company of Algeria Post overall performance, the management control systems established should be re-evaluated and its tools should be improved to ensure reactivity in the decision-making and the measuring of the company performance. Our work consists of proposing a new approach to the performance management system for the model of the BSC as a performance measurement tool in the company of Algeria Post. The purpose of this article is to answer the main question of the study: should the company rely on the balanced scorecard as a performance measurement tool to achieve its strategic goals? First able, we counted on the stages of scientific research by gathering information about the company of Algeria Post, after that to conduct our study, we opted for a qualitative approach, using documentary research, interviews, and observation as tools for data collection. In the course of our designing of the proposed model of the BSC for the company. During our design of the proposed model of the balanced scorecard for the company we decided to follow a specific methodology to obtain the desired results taking into account the governmental nature of the organization of the company’s. We deemed it necessary to apply a public sector BSC model, using a top-down principle from (Kaplan and Norton, 2014) combined with the implementation procedures described in the theoretical side by (Alain Fernandez, 2013). It is noted that through the performance indicators of the customer perspective that the company realized some respectful objectives, but most of them are short lived ones, simultaneously, the internal processes perspective was the most performing by focusing on improving the quality of electronic services and the commercial network as a whole.

The interplay between strategic risk profiles and presentation format on managers' strategic judgments using the balanced scorecard

The study sought to find out the relationship between Training Practices (TP) and Employee Performance in TANESCO Iringa Regional Office. It was backed up by three specific objectives which were to identify the nature of training practices, how identified types of training practices have improved employee performance, and the level within which the Trainings were provided. Being qualitative and Quantitative in nature 196 employees-respondents were randomly selected and 4 managers-respondents that were purposively selected. Data were collected by using questionnaires for quantitative data and interviews for qualitative data. Quantitative data were analyzed through descriptive analysis while qualitative data were analyzed through content means. Generally, findings indicated that, to the largest extent, training tend to facilitate employee work performance due to harmonization of employee information in all aspects works. The study further, recognized that, the nature of training practices that were used by TANESCO Iringa Regional Offices include trainings, mentorship programs and coaching as well as orientations. Importantly, trainings on information and communication technology has contributed to increase employee effectiveness and efficiency by lowering the number of customer queries. Indeed, the study discovered that, TANESCO as service based organization had trained more technical staff and customer care employees much than other departments. These levels of staff were also seen to have positive relations with the organizational and employee performance increase. The study concluded that, training practices are a continuum process at TANESCO for improved employee performances in general. The study recommended that, similar service based organizations should not take the aspect of training practices for granted. They should engage different types of trainings and capacity building to capacitate employees and thereby realize employee and organizational performance improvement. Future studies can delve deeper into mentoring practices and their evolving dynamics especially, this could involve an investigating the effects of modern mentoring models on organizational performances Strengthen Mentoring Practices Given the significant positive influence of mentoring practices on employee performance, TANESCO should continue to encourage and support mentoring relationships within the organization.

This study examined the relationship between job satisfaction and organizational commitment among SUC faculty members and their perception of the PBB system. It also explored the underlying issues in the PBB system and how it could be improved. Mixed design method of research was used. It was found that the faculty members’ perception of the PBB system directly affects their job satisfaction and organizational commitment. Addressing issues in the PBB system becomes urgent given the prevailing wariness and lack of confidence among faculty members towards the way the PBB system is being implemented.