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In this contribution, organisational performance measurement models are reviewed to determine to what extent they can also be used as an instrument for poverty alleviation. In this paper, we explore the organisational performance models. We start with a review of general performance measurement in private and public sectors and then we focus on per...
Context in source publication
Context 1
... (1995) uses the value chain as a model that can be used to identify organisational aspects to measure as shown in Figure 6. The general value chain model above describes an organisation that is receiving inputs which are deployed in particular processes, procedures, and programs which produce outputs. ...
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Substantial investment from both the private and public sectors will be needed to achieve the ambitious Sustainable Development Goal 2 (SDG2), which focuses on ending poverty and achieving zero hunger. To harness the private sector, high quality, transparent metrics are needed to ensure that every dollar spent reaches the most marginalized segments...
Citations
... Effectiveness, according to Heilman and Kennedy-Phillips (2011), is useful in assessing the progress made toward achieving goals and fulfilling missions. According to (Nalwoga & Dijk, 2016), effectiveness encompasses a number of unique desired qualities of administration related to program goals, such as appropriateness (coordinating with the administration to meet customer wants), openness (reasonableness), quality (fulfilling necessary guidelines), and results. Efficiency, in the words of Low (2000), is concerned with the relationship between inputs and yields. ...
This study examines how strategy implementation affects Ugandan state agencies’ performance. It conceptualizes strategy implementation as operationalization and institutionalization, and measures performance by efficiency and effectiveness. This study surveyed 160 state agencies using a cross-sectional design and a structured questionnaire. The top management team (TMT) members of each agency, including CEO/Managing Director, Deputy/Assistant CEO, Corporation Secretary, and Heads of Department, were the respondents. At least three TMT members from each agency participated in the online survey, which was chosen due to the COVID-19 restrictions. The data analysis methods were factor analysis, descriptive, and multilinear regression analysis. The study adhered to the ethical principles of informed consent, confidentiality, and anonymity. Ugandan state agencies perform better when they implement their strategies effectively. The statistical analysis reveals that institutionalization is a key driver of performance outcomes, with a positive and highly significant coefficient (p < 0.000). On the other hand, operationalization has a positive but insignificant coefficient (p = 0.140), indicating a weak link between operationalization and performance. These findings highlight the importance of aligning the strategy with the organization’s internal environment. The study provides invaluable contribution the realm of strategic management, particularly within the public sector, focusing primarily on the performance of state agencies in Uganda. It is groundbreaking research that explores this relationship in a developing country. It methodically examines the profound effect that the execution of various strategies has on these entities. This study contributes to the strategic management literature in the public domain. The insights and recommendations derived from this study are valuable for professionals and policymakers involved in creating and implementing strategic plans within the public sector. This study offers practical and theoretical contributions for strategy implementation and performance in public sector contexts. It suggests that state agency managers and policymakers should foster a supportive culture, enhance leadership skills, facilitate communication channels, allocate adequate resources, and adapt to environmental changes to improve strategy execution and outcomes. It also adds to the literature on strategic management in public sector contexts, especially in developing countries.
... Baikuni, A., Dafik., Poernomo, D., Sisbintari, I. (2023) The Effect of Strategic Flexibility as a Moderating Variable in Improving Firm Performance in Microfinance Institutions process, output, and results (Nalwoga & Van Dijk, 2016). Input measurement focuses on the resources used in producing the product and process measurement, the point of emphasis, is on the activities carried out. ...
Purpose: This study aims to determine and analyze the effect of intangible assets in increasing sustainable competitive advantage and performance in microfinance institutions as well as the influence of strategic flexibility as a moderating variable. Theoretical framework: The five variables studied, namely intellectual capital and social capital, each measured with three dimensions as independent variables, sustainable competitive advantage as variable intervening and performance as dependent variables, and the influence of strategic flexibility moderation. Design/methodology/approach: The study was conducted with a quantitative approach; questioners were given to MFI leaders in Madura while analysis of the influence of each variable using partial least squares structural equation modeling (PLS-SEM) techniques with the help of SmartPLS 3.0 software. Findings: The results of the analysis show that intellectual capital has a significant effect on sustainable competitive advantage and performance, social capital has a significant impact on sustainable competitive advantage but does not affect performance, while strategic flexibility weakens the influence of intellectual capital on firm performance and strengthens the effect of social capital on performance. Research, Practical & Social Implications: The following study can be more detailed by measuring and exploring the influence of each dimension, both social capital and intellectual capital dimensions. Company leaders must continue to increase the value of intellectual capital and develop social relations and utilize these relationships in alternative strategies. Originality/value: This study investigates the influence of intellectual capital and social capital on sustainable competitive advantage and performance in a hyper-competitive business environment as well as the effect of moderation of strategic flexibility with research objects in Islamic microfinance institutions.
... Organisational performance measurement (OPM) is recognised as a contributor to sustainable competitive advantage and survival of the modern business [10,11]. Over the past two decades OPM has been increasingly recognised as a contributing factor in organisations, including those in healthcare, that demonstrate high performance [12]. ...
... Over the past two decades OPM has been increasingly recognised as a contributing factor in organisations, including those in healthcare, that demonstrate high performance [12]. OPM provides whole-of-organisation benchmarking intelligence and is distinguished from program evaluation, or the sum of multiple program evaluations, which offer singular dimension and point in time assessment [10,13]. OPM data can be used to assess an organisation's overall capability to fulfil and sustain its purpose by focusing management's attention to mission, resource allocation, process improvement, learning, evaluation and by managing consequences for poor performance [10,[13][14][15]. ...
... OPM provides whole-of-organisation benchmarking intelligence and is distinguished from program evaluation, or the sum of multiple program evaluations, which offer singular dimension and point in time assessment [10,13]. OPM data can be used to assess an organisation's overall capability to fulfil and sustain its purpose by focusing management's attention to mission, resource allocation, process improvement, learning, evaluation and by managing consequences for poor performance [10,[13][14][15]. OPM is extensively used in for-profit and government industry however its use within not-for-profit (NFP) charitable industries has been slow by comparison [16]. ...
... 2 This in turn supports the realisation of sustainable competitive advantage. [5][6][7][8][9] Whereas program evaluations assess singular, point in time, activities within organisations, OPM enables assessment of the full spectrum of capability to achieve their potential and organisational purpose. 6,8 As described in recent publications, non-acute health charities are both not-for-profit organisations and health service providers, 2,10 and despite broad service scopes, share a number of common governance and service similarities. ...
... [5][6][7][8][9] Whereas program evaluations assess singular, point in time, activities within organisations, OPM enables assessment of the full spectrum of capability to achieve their potential and organisational purpose. 6,8 As described in recent publications, non-acute health charities are both not-for-profit organisations and health service providers, 2,10 and despite broad service scopes, share a number of common governance and service similarities. 11 They traditionally provide initial assessments and concentrate on non-hospital maintenance care health services over long periods as opposed to complex stabilisation. ...
... "It was mentioned repeatedly and we've been kept up to date with how things are going… that's more important for me than kind of keeping to a plan or keeping to a deadline." (Male, respondent 01, lines 193- 6) The ability of managers to consistently and clearly communicate the OPM process and engage their staff in the process was cited regularly by staff. ...
The non-acute health charity sector forms part of the global health services industry. Organisational Performance Measurement (OPM) is fundamental for modern business to achieve sustained excellence yet is under-utilised by non-acute health charities. The Non-Acute Health Charity Performance Implementation Framework (NCPI Framework) was developed to support non-acute health charities undertaking OPM. A non-acute health charity case study undertook a 12-month OPM implementation process using the NCPI Framework. This study had three aims. Firstly, to understand the perceptions of staff employed by the case study organisation regarding their experience of the 12-month NCPI Framework implementation process, secondly to identify whether an interrelationship existed between the NCPI Framework's implementation elements and the staff's perspectives, and thirdly, identify areas of strength and improvement which could enhance the NCPI Framework's effectiveness. Data were collected post implementation and analysed thematically from open-ended question responses from an anonymous survey and semi-structured interviews. Participants supported the introduction of OPM and valued the NCPI Framework's structured implementation guidelines. Six interrelated themes were identified: clarity, adaptability, alignment, transparent communication, capability and accountability. Participants suggested adaptations to enhance the NCPI Framework's impact. A culture aligned with organisational learning was identified as potentially having a positive impact on the NCPI Framework's implementation. The NCPI Framework may also have relevance and application to the non-profit industry beyond non-acute health care and for use in program development and service quality initiatives.
... However, measuring organizational performance can be quite confusing because it is not a single construct but a multidimensional construct (Kaplan & Norton, 1992;Moore, 1995) which means that measuring organizational performance involves many dimensions. Kaplan and Norton, (1992); Moore, (1995) ;Nalwoga, (2016) proposed four dimensions namely inputs where the focus is on the resources used to produce the product and services, activity focuses on the action taken to produce the product/services, output focuses on the volume of products and services produced and outcome focuses on the impact of products and services produced. While Draghici, et al. (2014) hold that measuring organizational performance can be from three sources which are efficiency, effectiveness and pertinence. ...
The study aims to examine the effect of corporate governance on the individual work performance of employees of private higher education. To deepen the understanding of the concept of corporate governance and work performance, literature was reviewed. The study used a descriptive assessment and correlational research design and the population of the study was all employees of the Divine Word College of Laoag, Ilocos Norte. Questionnaires were used to gather the data. The study found that the corporate governance of the institution is considered high and the work performance is moderate. However, the Pearson r product moment analysis found that there is a significant correlation between corporate governance and the individual work performance of employees.
... However, measuring organizational performance can be quite confusing because it is not a single construct but a multidimensional construct (Kaplan & Norton, 1992;Moore, 1995) which means that measuring organizational performance involves many dimensions. Kaplan and Norton, (1992); Moore, (1995) ;Nalwoga, (2016) proposed four dimensions namely inputs where the focus is on the resources used to produce the product and services, activity focuses on the action taken to produce the product/services, output focuses on the volume of products and services produced and outcome focuses on the impact of products and services produced. While Draghici, et al. (2014) hold that measuring organizational performance can be from three sources which are efficiency, effectiveness and pertinence. ...
... For success an organisation must reach sustainable competitive advantage whereby it attains and maintains the factors that contribute to outperforming competitors over long-periods [2,3]. Organisational performance measurement (OPM) is the process of accounting and tracking an organisation's level of performance [4,5]. OPM has been demonstrated to be "essential to the survival and success of the modern business" [6]. ...
... OPM has been demonstrated to be "essential to the survival and success of the modern business" [6]. OPM provides a foundation for governance by creating strategic clarity and coherence through evaluation, control, budgeting, motivating, promoting, celebrating, learning and improving [5]. There are many recognised OPM tools such as the Du Pont Model and Performance Prism however the Balanced Scorecard designed by Kaplan and Norton [7] has prevailed as the most widely accepted system [8]. ...
... The lack of a tailored and easy-to-use OPM implementation approach for non-acute health charities may be a factor for its under-utilisation or under-reporting in the sector. The value of tailored implementation OPM processes has been demonstrated in sanitation [5], public services [36], information technology [37], transport [38], training [39] and sports [40]. The NCPI Framework is the first OPM implementation guide to consider the unique characteristics of non-acute health charities and may support OPM uptake by the sector. ...
... Organisational performance measurement (OPM) is recognised as a contributor to effective organisational governance and sustainable competitive advantage (Nalwoga & van Dijk, 2016). It is seen as being "essential to the survival and success of the modern business" (Richard et al., 2009, p. 719) and over the past two decades has been recognised as a contributing factor in organisations, including those in healthcare, that demonstrate high performance (Carneiro-da-Cunha et al., 2016). ...
... It is seen as being "essential to the survival and success of the modern business" (Richard et al., 2009, p. 719) and over the past two decades has been recognised as a contributing factor in organisations, including those in healthcare, that demonstrate high performance (Carneiro-da-Cunha et al., 2016). OPM provides whole-of-organisation benchmarking intelligence and is distinguished from program evaluation, or the sum of multiple program evaluations, which offer singular dimension and point in time assessment (Nalwoga & van Dijk, 2016;Behn, 2003). OPM data can be used to assess an organisation's overall capability to ful l and sustain its purpose by promoting mission focus, resource allocation, process improvement, learning, evaluation and by managing consequences for poor performance (Nalwoga & van Dijk, 2016;Bititci, 2015;Behn, 2003;Kaplan, 2001). ...
... OPM provides whole-of-organisation benchmarking intelligence and is distinguished from program evaluation, or the sum of multiple program evaluations, which offer singular dimension and point in time assessment (Nalwoga & van Dijk, 2016;Behn, 2003). OPM data can be used to assess an organisation's overall capability to ful l and sustain its purpose by promoting mission focus, resource allocation, process improvement, learning, evaluation and by managing consequences for poor performance (Nalwoga & van Dijk, 2016;Bititci, 2015;Behn, 2003;Kaplan, 2001). OPM is extensively used in for-pro t and government industry however its use within not-for-pro t (NFP) charitable industries has been slow by comparison. ...
Background
Organisational performance measurement (OPM) is an evidence-based tool for planning business improvement and creating sustainable competitive advantage. Despite its value, non-acute health charities under-utilise OPM. The purpose of this paper is to provide the rationale and a detailed description of an OPM implementation model developed specifically for non-acute health charities. The aim of this new model is to encourage uptake of OPM in this sector.
Methods
The authors investigated the understanding and use of OPM in the non-acute health charity sector through a large mixed methods study. Multiple research activities, including PRISMA systematic reviews and two case study evaluations, identified factors and activities that are important for successful implementation of OPM in non-acute health charities. These were then integrated to form an implementation model.
Results
The resultant implementation model is a methodological tool designed to account for, and respond to, the specificities and strategic management needs of the non-acute health charity sector. It integrates five distinct yet interconnecting components – a theoretical framework; guiding principles; an implementation framework; measurement domains; and a monitoring and improvement tool.
Conclusions
The innovative OPM implementation model was designed as an evidence-informed approach to support the implementation of OPM in the non-acute health charity sector. It is titled the Non-Acute Health Charities Measurement Advantage Implementation Model (MAIM). Future studies should test the model in different organisational contexts and the impact of OPM on non-acute health charity performance.
... Information is crucial for running successful businesses in all sectors and thus need to be effectively managed [11] [12]. Educational institutions have shifted from the passive competitive arena where the government supported the educational institutions thus resulting in fewer efforts or minimal market forces to affect the institutions [13]. ...
The study aims to examine the effect of the work ethics of employees on work performance. To deepen the concept and establish the theories of the study, the literature was reviewed. The study applies the descriptive assessment and correlational research design. It used research questionnaires to gather the data from the respondents. The population of the study was all the employees of the Divine Word College of Laoag. The study found that the work ethics of employees along three components (the attitude toward the work itself, moral attitude toward the work and intrinsic motivation) are considered high and also their work performance along with task and contextual performance is high, while the counterproductive behaviour is low. In terms of the correlation between work ethics and individual work performance, the results conclude that overall, there is a significant correlation between work ethics and individual work performance. But taking the dimensions of work ethics separately, onl
