Incorporating business intelligence and analytics into performance management for the public sector issues and challenges

Abai, Nur Hani Zulkifli; Yahaya, Jamaiah; Deraman, Aziz

doi:10.1109/iceei.2015.7352549

Cited by 5 publications

(7 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…BA itself is concerned with organisations' effectiveness and performance (Long and Siemens, 2011) andat least in conjunction with PMaims at an improved 'understanding of relevant business dynamics through the use of data and analytical methods' (Silvi et al, 2010). It thereby relies on the increasingly recognized potential of BA with regard to PM and to organisations' decisionmaking processes in an increasingly globalised and thus competitive business environment (Abai et al, 2015b;Raffoni et al, 2018;Rikhardsson and Yigitbasioglu, 2018;Schl€ afke et al, 2013). The degree of the potential of BA actually realised by an organisation heavily depends on whether it is implemented consistently and synchronized with PM.…”

Section: Performance Management Analytics (Pma)mentioning

confidence: 99%

“…Whereas the popularity of BA is driven by the increasing availability of big data and by more advanced analytical methods, the research around its link to PM is still in its infancy (Raffoni et al, 2018). This holds especially true for the non-profit sector which has received even less attention in past research (Abai et al, 2015b). Consequently, there is currently no framework or approach to link analytical and PM instruments and to facilitate the practical application of BA within PMS (Klatt et al, 2011;Raffoni et al, 2018).…”

Section: Performance Management Analytics (Pma)mentioning

confidence: 99%

“…Hence, they do not produce actionable intelligence. It is essential to take a Workplace learning analytics holistic view of the organisation to be able to thoroughly integrate and synchronize BA and PM approaches (Abai et al, 2015b;Raffoni et al, 2018). Proposed frameworks by Abai et al (2015a), Appelbaum et al (2017) and Raffoni et al (2018) are procedural, that is, they prescribe a process for the establishment of BPA and the integration of different data sources, analysis methods and PM elements (Folan and Browne, 2005).…”

Section: Performance Management Analytics (Pma)mentioning

confidence: 99%

“…Therefore, the framework distinguishes traditional L&D perspectives into individual and collaborative parts. Furthermore, given that non-profit organisations pursue individual missions, which do not equal increasing shareholder value (Abai et al, 2015b;Niven, 2008), the financial perspective is removed. This results in the customer perspective being the final perspective (Kaplan, 2002).…”

Section: Development Of the Frameworkmentioning

confidence: 99%

See 3 more Smart Citations

Measuring the impact of learning at the workplace on organisational performance

Kopp

Kinkel

Schäfer

et al. 2020

IJPPM

View full text Add to dashboard Cite

PurposeThe purpose of this article is to explore the importance of workplace learning in the context of performance measurement on an organisational level. It shows how workplace learning analytics can be grounded on professional identity transformation theory and integrated into performance measurement approaches to understand its organisation-wide impact.Design/methodology/approachIn a conceptual approach, a framework to measure the organisation-wide impact of workplace learning interventions has been developed. As a basis for the description of the framework, related research on relevant concepts in the field of performance measurement approaches, workplace learning, professional identity transformation, workplace and social learning analytics are discussed. A case study in a European Public Employment Service is presented. The framework is validated by qualitative evaluation data from three case studies. Finally, theoretical as well as practical implications are discussed.FindingsProfessional identity transformation theory provides a suitable theoretical framework to gain new insights into various dimensions of workplace learning. Workplace learning analytics can reasonably be combined with classical performance management approaches to demonstrate its organisation-wide impact. A holistic and streamlined framework is perceived as beneficial by practitioners from several European Public Employment Services.Research limitations/implicationsEmpirical data originates from three case studies in the non-profit sector only. The presented framework needs to be further evaluated in different organisations and settings.Practical implicationsThe presented framework enables non-profit organisations to integrate workplace learning analytics in their organisation-wide performance measurement, which raises awareness for the importance of social learning at the workplace.Originality/valueThe paper enriches the scarce research base about workplace learning analytics and its potential links to organisation-wide performance measurement approaches. In contrast to most previous literature, a thorough conceptualisation of workplace learning as a process of professional identity transformation is used.

show abstract

Section: Performance Management Analytics (Pma)mentioning

confidence: 99%

Section: Performance Management Analytics (Pma)mentioning

confidence: 99%

Section: Performance Management Analytics (Pma)mentioning

confidence: 99%

Section: Development Of the Frameworkmentioning

confidence: 99%

See 2 more Smart Citations

Measuring the impact of learning at the workplace on organisational performance

Kopp

Kinkel

Schäfer

et al. 2020

IJPPM

View full text Add to dashboard Cite

show abstract

“…Big Data Analytics being the most discussed topic in the Business Intelligence space [22], this is because the core data mining and analytics was defined during the early stage of business intelligence framework [23,25]. Gartner's definition is the most widely used: ''Big Data is high-volume, high-velocity and high variety information assets that demand cost-effective, innovative forms of information processing for enhanced insight and decision making'' [40].…”

Section: Adopting B1 Data Quality In Big Data Frameworkmentioning

confidence: 99%

Business intelligence addressing service quality for big data analytics in public sector

Manikam

Sahibudin

Kasinathan

2019

IJEECS

View full text Add to dashboard Cite

<span>With the inauguration of Big Data Analytics initiative nationally, many nations have participated and paved way for BDA ecosystem. The initiative is a catalyst to further encourage economic growth in Public Sectors. Some of the common key deliverables identified are increasing productivity involving information communications technology, cost savings, shared benefits, and encourage innovation. The objectives can be further elaborated by driving big data analytics demands in various public sectors agency, adopting big data analytics framework supporting the building of big data industry. This has encouraged talents and startup companies inspiring their capabilities by developing various technology platform, collaborate and innovate amongst public and private sectors, and further strengthen data governance by creating policy and procedures. With the establishment of big data analytics framework, performance measurement can be enforced effortlessly using the principles of business intelligence maturity model and the technological stack comes with it. Various data sources can be used to benchmark service quality using advanced analytics and data science techniques.</span>

show abstract