Performance Measurement in a South African Government Social Services Department: A Balanced Scorecard Approach

Mafini, Chengedzai; Pooe, David

doi:10.5901/mjss.2013.v4n14p23

Cited by 12 publications

(14 citation statements)

References 50 publications

(45 reference statements)

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“…About 23 items were used to assess organizational performance. According to Mafini and Pooe (2013), this measurement had significant construct validity that exceeded 0.70.…”

Section: Measurement Of Variables and Instrumentationmentioning

confidence: 99%

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An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

Alosani¹,

Al-Dhaafri

2020

TQM

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PurposePolice agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.Design/methodology/approachA quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.FindingsFindings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.Research limitations/implicationsThis study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.Practical implicationsSeveral recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.Originality/valueAlthough several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.

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“…About 23 items were used to assess organizational performance. According to Mafini and Pooe (2013), this measurement had significant construct validity that exceeded 0.70.…”

Section: Measurement Of Variables and Instrumentationmentioning

confidence: 99%

“…This study employed the BSC to measure organisational performance in the Dubai Police. The indicator items were adapted from the study by Mafini and Pooe (2013) in their study in government social services departments in South Africa. About 23 items were used to assess organizational performance.…”

Section: Measurement Of Variables and Instrumentationmentioning

confidence: 99%

An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

Alosani¹,

Al-Dhaafri

2020

TQM

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“…Internal Miklós Pakurár, et al Supply chain integration, organizational performance and balanced scorecard: … integration is an initial step toward achieving supply chain integration (Swink et al, 2005). It is very important for managers to know which factors affect an organization's performance in order to take suitable steps and to use resources in an efficient and effective way (Mafini & Pooe, 2013). Supply chain managers take a comprehensive perspective of relevant activities and seek to develop integration of operations to understand the voice of the customer (Tan et al, 2002).…”

Section: Supply Chain Integrationmentioning

confidence: 99%

“…The measures selected for the BSC, correspond to a tool for leaders to use in communication to employees and external stakeholders. The balanced score card measured areas are: finance, customer, processes, and abilities (Kaplan & Norton, 1996;Mafini & Pooe, 2013;Norreklit, 2000). Financial perspective usually uses return on investment (ROI), return on equity (ROE) and operating income.…”

Section: Aligning Activities With Balance Scorecardmentioning

confidence: 99%

Supply chain integration, organizational performance and balanced scorecard: An empirical study of the banking sector in Jordan

Pakurár¹,

Haddad²,

Popp³

et al. 2019

Journal of International Studies

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This paper examines the impact of supply chain integration on organizational performance in Jordanian banking sector. Supply chain integration is divided into two categories: customer and internal integration. Organizational performance comprises of the following perspectives: customers, internal processes, organizational capacity and stewardship. The results demonstrate that supply chain integration is significantly related to organizational performance. Evidence of the improved organisational performance is also provided in the feedback from some of the surveyed banks. Internal integration impacts all four organizational performance dimensions; however, customer integration has impact only on customer perspective. The results suggest that improved customer involvement could help develop the banks' performance. Primary data was collected by using a questionnaire at Jordanian banks. The research model was tested using data from the sample (n=112) of nine banks in Jordan. The data was analysed by means of exploratory factor analysis. The results of the multiple regression analysis show that supply chain integration effects significantly organizational performance.

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“…Among these topics is performance management, which is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities (Shahzad, Luqman, Khan & Shbbir, 2012). Performance management can focus on the performance of an organisation, a department, employee, or even the processes to build a product or service, as well as many other areas (Mafini & Pooe, 2013). On the overall, performance management is concerned with organisational performance, which per se, is the organisation's capability to accomplish its goals effectively and efficiently using resources (Short, Ketchen, Palmer & Hult, 2007).…”

Section: Introductionmentioning

confidence: 99%

Factors Contributing To The Unsuccessful Implementation Of The BSC In A South African Provincial Treasury Department

Mafini¹,

Pooe²,

Nqcobo³

2014

IBER

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Performance Measurement in a South African Government Social Services Department: A Balanced Scorecard Approach

Abstract: We developed a Balanced Scorecard (BSC)

Cited by 12 publications

References 50 publications

An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

An empirical examination of the relationship between benchmarking, innovation culture and organisational performance using structural equation modelling

Supply chain integration, organizational performance and balanced scorecard: An empirical study of the banking sector in Jordan

Factors Contributing To The Unsuccessful Implementation Of The BSC In A South African Provincial Treasury Department

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