Proposed improvements on performance management system at PT JIEP by using balanced scorecard
Abstract:
Purpose: This study delves into the vital topic of performance management in the realm of human resources. Given the increasing demand for effective performance management systems in organizations, this study aims to bridge the gap between current practices and the need for a holistic approach that aligns individual goals with organizational objectives.
Method: To achieve this, we employed a mixed-method approach, gathering data through surveys and interviews from a diverse range of employees and managers. Statistical techniques were used to analyze the data and provide insights into the effectiveness of the proposed model.
Results: We expect our results to validate the proposed model, demonstrating clear improvements in employee and organizational performance metrics when implemented. The findings reveal strong correlations between the use of our model and enhanced performance outcomes. This study’s contribution to performance management is noteworthy. It introduces a comprehensive, adaptable model that can be applied across different organizations, offering both academic insights and practical solutions. This research not only advances theoretical knowledge but also provides a valuable tool for practitioners aiming to enhance performance management practices in their organizations.
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Aguinis, H. (2013). Performance Management: Pearson’s education.
Aguinis, H., Joo, H., & Gottfredson, R. K. (2013). What monetary rewards can and cannot do: How to show employees the money. Business horizons, 56(2), 241-249.
Cummings, T. G., & Worley, C. G. (2008). Organization Development & Change: Cengage Learning.
Eccles, R. G. (1991). The Performance Measurement Manifesto. Harvard Business Review, 69(1), 131-137.
Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and organizational Psychology, 74(4), 473-487.
Ford, J. D., & Ford, L. W. (1995). The role of conversations in producing intentional change in organizations. Academy of management review, 20(3), 541-570.
Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system.
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail.
Locke, E. A., & Latham, G. P. (2019). The development of goal setting theory: A half century retrospective. Motivation Science, 5(2), 93.
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.
Margolis, J. D. (2015). Gap Inc: Refashioning Performance Management: Harvard Business Review Press (China Case Studies).
Meyer, J. P., Becker, T. E., & Vandenberghe, C. (2004). Employee commitment and motivation: a conceptual analysis and integrative model. Journal of applied psychology, 89(6), 991.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2006). Human Resources Management: Gaining a Competitive Advantage, Tenth Global Edition: McGraw-Hill Education New York, NY, USA:.
Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of applied behavioral science, 47(4), 461-524.
Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs: John Wiley & Sons.
Quinn, M. (2012). Brilliant Accounting: Everything you need to know to manage the success of your accounts: Pearson UK.
Stone, R. J., Cox, A., Gavin, M., & Carpini, J. (2024). Human resource management: John Wiley & Sons.
- Aguinis, H. (2013). Performance Management: Pearson’s education.
- Aguinis, H., Joo, H., & Gottfredson, R. K. (2013). What monetary rewards can and cannot do: How to show employees the money. Business horizons, 56(2), 241-249.
- Cummings, T. G., & Worley, C. G. (2008). Organization Development & Change: Cengage Learning.
- Eccles, R. G. (1991). The Performance Measurement Manifesto. Harvard Business Review, 69(1), 131-137.
- Fletcher, C. (2001). Performance appraisal and management: The developing research agenda. Journal of Occupational and organizational Psychology, 74(4), 473-487.
- Ford, J. D., & Ford, L. W. (1995). The role of conversations in producing intentional change in organizations. Academy of management review, 20(3), 541-570.
- Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system.
- Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail.
- Locke, E. A., & Latham, G. P. (2019). The development of goal setting theory: A half century retrospective. Motivation Science, 5(2), 93.
- Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.
- Margolis, J. D. (2015). Gap Inc: Refashioning Performance Management: Harvard Business Review Press (China Case Studies).
- Meyer, J. P., Becker, T. E., & Vandenberghe, C. (2004). Employee commitment and motivation: a conceptual analysis and integrative model. Journal of applied psychology, 89(6), 991.
- Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2006). Human Resources Management: Gaining a Competitive Advantage, Tenth Global Edition: McGraw-Hill Education New York, NY, USA:.
- Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of applied behavioral science, 47(4), 461-524.
- Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs: John Wiley & Sons.
- Quinn, M. (2012). Brilliant Accounting: Everything you need to know to manage the success of your accounts: Pearson UK.
- Stone, R. J., Cox, A., Gavin, M., & Carpini, J. (2024). Human resource management: John Wiley & Sons.
