Benchmarking as an enabler of business excellence in the South African financial sector

Vermeulen, Werner

doi:10.1108/14635770310457557

Cited by 18 publications

(9 citation statements)

References 3 publications

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“…Following the literature on performance appraisal and auditors behavior, an internal benchmarking is conducted between gender and experience. Benchmarking, by definition, is “a process of identifying, understanding, and adapting outstanding practices from within the organization” (Vermeulen, 2003) which will help to highlight the main difference in auditors’ behavior in terms of gender and experience.…”

Section: Literature Reviewmentioning

confidence: 99%

Performance appraisal and premature sign-offs and underreporting of chargeable time of external auditors – internal benchmarking of experience and gender

Nehme

Amir

Kozah

2020

BIJ

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PurposeThe research paper investigates auditors' dysfunctional behaviors in relation to performance appraisals. It explores the dysfunctional audit behavior (DAB) differences among experienced/inexperienced and male/female auditors when expecting performance appraisals, how their perception of DAB changes and how their reactive-outcomes vary.Design/methodology/approachThe survey comprises statements pulled from performance appraisal templates used by the Big Four audit firms in the UK. The sample has been tested during two different periods to highlight variations in the perception of DAB.FindingsExperienced auditors become more tolerant of DAB compared to their perception when they were inexperienced. Inexperienced male auditors are generally more accepting of DAB compared to their inexperienced female counterparts. Experienced female respondents continue to be less accepting of DAB.Originality/valueThe study associates performance appraisal procedures with DAB. The analysis examines the perception of dysfunctional behavior according to the level of experience auditors (males and females) accumulate over time.

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Section: Literature Reviewmentioning

confidence: 99%

Performance appraisal and premature sign-offs and underreporting of chargeable time of external auditors – internal benchmarking of experience and gender

Nehme

Amir

Kozah

2020

BIJ

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“…According to Hurreeram (2007), benchmarking is a systematic and continuous process of searching, learning, adapting, and implementing the best practices from within own organization or from other organizations towards attaining superior performance. On the other hand, Vermeulen (2003) explains that benchmarking is the process of identifying, understanding, and adapting outstanding practices from within the organization or from other businesses to help improve performance. Benchmarking encourages a company to become open to new methods, ideas, processes, and practices to improve effectiveness, efficiency, and performance (Deros et al , 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies

Asrofah

Zailani

Fernando

2010

Benchmarking: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine best practices that contribute to the effectiveness of benchmarking in Indonesian manufacturing industries. Design/methodology/approach -A total of 250 questionnaires are distributed to representatives of the Badan Pengelola Industri Strategis (BPIS) registered companies, specifically to the quality managers or production managers that are involved in the benchmarking process in companies. Findings -In total, 155 responded to the questionnaire; that gives a response rate of 51.67 percent. Analysis of the data has shown that some benchmarking practices, e.g. the manufacturing process, and organizational and environmental factors do significantly influence the effectiveness of benchmarking.Research limitations/implications -Further study needs to be undertaken to identify other best practices of benchmarking. A further limitation of the study is that the survey items are based on the literature review. Practical implications -A government body such as a benchmarking department (BPIS) can therefore focus on these factors for further development of benchmarking. BPIS Indonesia can organize more training and seminars for smaller manufacturing companies. From an organizational point of view, attention should be given to improving compatibility, employee innovativeness, and government intervention so that the best practices of benchmarking can be used proactively as a strategic tool. Originality/value -From the findings of this paper, in order for the benchmarking process to be successful, an organization needs these general requirements: top management commitment and support: a solid understanding of the manufacturing operations and requirements for improvement: willingness to share information with benchmarking partners; and dedication to ongoing benchmarking efforts.

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“…Other studies have focused on the application of benchmarking in particular business sectors. These sectors include higher education (Jackson, 2001), automotive (Delbridge et al , 1995), manufacturing (Sweeney, 1994; Voss et al , 1994), health (Fowler and Campbell, 2001), finance (Vermeulen, 2003), construction (Sommerville and Robertson, 2000; Love et al , 1999) and food (Adebanjo and Mann, 2000). However, according to Fernandez et al (2001), benchmarking is but one of the improvement techniques that have been used by organisations.…”

Section: Introductionmentioning

confidence: 99%

An investigation of the adoption and implementation of benchmarking

Adebanjo

Abbas

Mann

2010

International Journal of Operations &Amp; Production Management

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Purpose-The purpose of this paper is to use survey data collected from 453 respondents, from over 40 countries, to determine the current levels of use of benchmarking as an improvement technique. It identifies where and how benchmarking is implemented within organisations and compares the popularity of benchmarking against other improvement tools. Finally, it provides an evidence based opinion on whether benchmarking is a fad or an established management technique. Design/methodology/approach-An on-line questionnaire was used to collect data. The questionnaire was translated into five languages and promoted by the Global Benchmarking Network, a network of benchmarking competency centres, representing 21 countries. The data were then analysed using SPSS statistical software. Findings-The analysis suggests that benchmarking (informal and formal) is used by a majority of organisations although best practice benchmarking is only used by a core minority. Benchmarking effectiveness compares favourably with effectiveness of other improvement tools and a majority of respondents intend to continue using benchmarking in the future. Research limitations/implications-The responses from some of the countries that participated were small in number. This study also relied on a single respondent from each organisation. Inter-country comparisons were not carried out. Practical implications-Benchmarking will continue to be used to support the improvement of operations. For organisations that currently use benchmarking the paper provides some insights into how to obtain the full benefits from benchmarking. For those that do not use benchmarking the paper highlights how other organisations are using benchmarking to obtain operational benefits. Originality/value-The paper presents a multinational survey of benchmarking. Carried out a quarter century after the start of benchmarking's growth, it helps to establish if benchmarking is an established improvement tool or a management fad. It also positions benchmarking relative to other improvement tools and is the most complete study on benchmarking adoption to date.

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Benchmarking as an enabler of business excellence in the South African financial sector

Cited by 18 publications

References 3 publications

Performance appraisal and premature sign-offs and underreporting of chargeable time of external auditors – internal benchmarking of experience and gender

Performance appraisal and premature sign-offs and underreporting of chargeable time of external auditors – internal benchmarking of experience and gender

Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies

An investigation of the adoption and implementation of benchmarking

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