A roadmap for developing, implementing and evaluating performance management systems in Jordan public universities

Almohtaseb, Ahmad Ali; Almahameed, Mohmmad Adnan Yousef; Shaheen, Hisham Abdul Kareem; Khattab, Mohammad Haroon Jarrar Al

doi:10.1108/jarhe-04-2018-0061

Cited by 10 publications

(8 citation statements)

References 49 publications

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“…For this purpose, MCDM, importance-performance analysis (IPA) and a survey on 13 process owners of Marjan Tile Company conducted. Almohtaseb et al (2019) developed a model for implementing and evaluating performance management systems in Jordan's public universities. Their model ensured the achievement of their set goals in the competitive dynamic environment.…”

Section: Literature Reviewmentioning

confidence: 99%

Prioritizing the economic indicators of SSC: an integrative QFD approach of performance prism and BSC

Goharshenasan

Aboumasoudi

Shahin

et al. 2021

BIJ

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PurposeThis paper aims to propose an integrative economic model of the GRI (Global Reporting Initiative) and performance prism based on concurrent engineering and developed balanced scorecard (BSC).Design/methodology/approachIn this paper, the supplier aspect added to the basic BSC framework, a quality function deployment (QFD) developed in four phases and the economic GRI priorities were determined. Finally, the outcomes of QFD were used in Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) for ranking the economic indicators.FindingsThe indicators of financial interpretation, risks and opportunities had the first rank in learning and growth, internal processes, customer and financial BSC aspects, and they had the second rank only in the suppliers' BSC aspect.Research limitations/implicationsIn this paper, merely the economic indicators of the GRI standard was studied, and no comparison was made between the variables of the other standards and the GRI standard.Originality/valueThe most important contribution of this study is merging the supplier aspect and BSC based on the concept of suppliers, inputs, process, outputs and customers (SIPOC) in supply chain analysis. Achieving economic sustainability by a concurrent engineering approach is another novelty of this paper. The proposed model was examined in the tile and ceramic industry for the first time.

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Section: Literature Reviewmentioning

confidence: 99%

Prioritizing the economic indicators of SSC: an integrative QFD approach of performance prism and BSC

Goharshenasan

Aboumasoudi

Shahin

et al. 2021

BIJ

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“…UIN Raden Intan Lampung has a vision, namely the realization of the State Islamic University of Raden Intan Lampung as an international reference in the development of multidisciplinary, environmentalfriendly, and integrative Islamic science in 2035. Strategic management emphasizes strategic results while strategic planning focuses on making and implementing the most optimal and best strategic decisions (Almohtaseb et al, 2019). UIN Raden Intan Lampung is designed to produce superior and highly competitive human resources in the national ranking in 2021, enter Asian level ranking in 2025, and compete at the international level in 2035.…”

Section: Results and Discussion Strategy Formulationmentioning

confidence: 99%

“…Several studies concern with universities development through various strategies, including developing a management roadmap in the State University of Jordan (Almohtaseb et al, 2019), developing various innovations (Magdaniel et al, 2019), developing information , looking for challenges and opportunities for university management (Mian et al, 2020), and integrating environmental sustainability into the university (Ralph & Stubbs, 2014).…”

Section: Introductionmentioning

confidence: 99%

Strategic Management Roadmap: Formulation, Implementation, and Evaluation to Develop Islamic Higher Education Institution

Junaidah

Basyar

Pahrudin

et al. 2020

Tadris

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This study aimed to formulate a model for the development, implementation, and evaluation of strategic management systems in Islamic higher education institutions to achieve the goals they have set in a competitive and dynamic environment. The researchers conducted this study at Universitas Islam Negeri (UIN) Raden Intan Lampung for nine months, from January to September 2020. This study employed the qualitative paradigm of phenomenology. The strategy to realize excellence is known as the university strategies. The strategies consist of ten aspects: 1) increasing the quality of inputs, 2) increasing superior learning processes and outcomes based on the competency and expertise areas, 3) increasing research and research-based service by emphasizing the significance of the results, 4) improving the quality of human resources, 5) improving students’ achievement academically and non-academically, 6) increasing financial independence, environmentally sound assets, land, and infrastructure, 7) increasing accreditation rankings, 8) mainstreaming information technology as the backbone of credible, accountable, transparent, responsible and just governance, 9) improving cooperation, and 10) improving collaboration with other institutions and universities. This research can be a reference for universities' policy-makers in revising the universities' management.

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“…In education, general knowledge across all levels assumes quality assurance as a critical goal of business purpose in delivering value to students and other stakeholders. Numerous studies (Badri et al, 2006;Flumerfelt and Banachowski, 2011;Zwain et al, 2017;Almohtaseb et al, 2019) testing for validity and reliability identify the success of TQM within education to deliver a high-quality education system. Their results validated the Baldrige concept confirming organisational performance outcomes had a favourable effect on student, stakeholder, and market concentration.…”

Section: Driver Triad Work Core Outcomesmentioning

confidence: 99%

An investigation of mediating factors for export–import business performance excellence: a systems perspective framework for Thailand

Rangsungnoen

2022

TQM

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PurposeThe Baldrige criteria for assessing business performance excellence (BCPE) suggests a relationship among seven self-assessment categories. The purpose of this paper is to take an in-depth look at the BCPE by testing the causal relationship among categories grouped into four basic dimensions – driver triad, work core, outcomes, and brain centre. Identifying meaningful interrelationships for leaders helps them transform their organisations to achieve performance excellence.Design/methodology/approachA systems perspective supports system mapping for understanding meaningful interrelationships among dimensions and mediating factors affecting business performance excellence. A 35-item questionnaire designed to measure seven categories of the BCPE (version 2022–2023) was administered to export and import (EXIM) businesses across Thailand. Valid responses (n = 290) were analysed through SPSS and AMOS via structural equation modelling (SEM) to test the hypotheses and explore the influencing factors.FindingsA strong systems perspective focus is essential for high organisational performance. The result reveals that all seven BCPE categories are significantly linked. In addition, mediation analysis (taking selected mediators) proved hypothesised cause-and-effect relationship as significant. The results demonstrate that the brain centre plays a crucial role in driving business success promulgating its influence within the model.Research limitations/implicationsThis study provides the necessary backgrounding in systems perspectives confirming that the BCPE premises on a set of four basic dimensions: driver triad (leadership, strategy, and customers category), work core (workforce and operations category), brain centre (measurement, analysis, and knowledge management category), and outcomes (results category). These four dimensions define the essentials of an integrated management system. Further, the study shows that measurement, analysis, and knowledge management directly influenced customer focus, the highest coefficient path among the criterion in the Baldrige framework. This is the critical driver in predicting performance outcomes via meaningful feedback.Practical implicationsFrom a managerial point of view, the structured system management framework proposed provides a specific guide for the alignment in quality management, which can change its practice in business management and award assessment. The results evidence a significant relationship among driver triad, work core, brain centre, and outcomes to propose a form of system management. The findings help award examiners or business practitioners provide system mapping for evaluation – i.e. how well organisations meet their goals and how best to prepare feedback reports to applicants that paint meaningful pictures.Originality/valueThis study promotes a systems perspective when approaching business performance excellence, whereas other studies provide evidence to individual relationships. Moreover, the examined interrelationship among dimensions – driver triad, work core, outcomes, and brain centre – provide novel system mapping to guide managers, practitioners, or award examiners in evaluating quality management practice.

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A roadmap for developing, implementing and evaluating performance management systems in Jordan public universities

Cited by 10 publications

References 49 publications

Prioritizing the economic indicators of SSC: an integrative QFD approach of performance prism and BSC

Prioritizing the economic indicators of SSC: an integrative QFD approach of performance prism and BSC

Strategic Management Roadmap: Formulation, Implementation, and Evaluation to Develop Islamic Higher Education Institution

An investigation of mediating factors for export–import business performance excellence: a systems perspective framework for Thailand

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