Strategic responses towards a performance management and measurement system in the public sector of a developing country

Rashid, Fairul Rizal Bin Haji; Said, Thuraya Farhana

doi:10.1504/ijpspm.2018.095233

Cited by 3 publications

(3 citation statements)

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“…Three general outcome measures are used to assess the performance of the public health sector: quality, equity and efficiency (Johari et al, 2018). A performance measure for the public health sector can also be used to assess the ability to provide public health services, the specific actions taken to provide the services and the consequences of providing the services (Palumbo, 2020;Rashid and Said, 2018). Some of the key performance indicators for public health sector organisations are people, technology, quality, time, growth and financial performance (Haris et al, 2019;Na-nan et al, 2018).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Fleet management system, perceived service quality and the public health sector performance in Zimbabwe

Chikazhe

Siziba

Bhebhe

et al. 2023

IJPSM

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PurposeThe purpose of the study is to establish the relationship between public health sector performance (PHSP), fleet management system, perceived service quality (PSQ) and management style (MS).Design/methodology/approachA total of 260 managerial employees were randomly selected from 5 major public hospitals in Zimbabwe to participate in this cross-sectional survey.FindingsFleet management system was found to positively influence both PSQ and PHSP. The results indicated that PSQ has a positive effect on PHSP. MS was found to moderate the effect of fleet management system on both PSQ and PHSP.Originality/valueThe current study provides fresh insights and validates extant knowledge on PHSP, fleet management and PSQ within the public health sector departments. It extends further knowledge on the public health performance in the Sub-Saharan region, as it shows that dimensions on fleet management have a direct influence on PHSP.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Fleet management system, perceived service quality and the public health sector performance in Zimbabwe

Chikazhe

Siziba

Bhebhe

et al. 2023

IJPSM

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“…As for the internal process perspective, knowledge management (Asiaei & Bontis, 2020;Karasneh, 2020) is very important in using BSC because it can direct employees in supporting the effectiveness and success of BSC implementation using technology (Amaladhasan et al, 2019;Sakrabani & Teoh, 2021;Valmohammadi et al, 2019). It is very necessary to be supported by top management (Alani et al, 2018;Albuhisi & Abdallah, 2018;Alsharari et al, 2019;Bin Haji Rashid & Haji Said, 2018;Hudnurkar et al, 2018;Karasneh, 2020;Lucianetti et al, 2019;Valmohammadi et al, 2019) because as the holder of the key elements of an organization (Ritchie et al, 2019). To improve employee performance, managers need to provide training (Alani et al, 2018;Albuhisi & Abdallah, 2018;Alsharari et al, 2019;Amaladhasan et al, 2019;Jami Pour & Asarian, 2019;Lucianetti et al, 2019;Mehralian et al, 2018;Sakrabani & Teoh, 2021;Taamneh et al, 2018) and also involving employees in various areas of work (Albuhisi & Abdallah, 2018;Taamneh et al, 2018) and providing rewards (Alsharari et al, 2019;Taamneh et al, 2018).…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

“…Top management is believed to make a major contribution that can improve the quality of employees (Alsharari et al, 2019)and employee welfare by providing future plans for retirees, both in terms of severance pay and the cost of recruiting new workers, as well as managing risks for the sustainability of the company because retirees associate all indicators in the implementation of BSC in a company (Kuiate & Noland, 2019). But there are also top management who are still reluctant to use BSC so that their organizations still use traditional methods and do not reform because there is no legal action or coercion that can make them implement the BSC system (Bin Haji Rashid & Haji Said, 2018). So the role of managers is very important and most important in making the vision, mission and strategy of the company that involves all stakeholders in order to produce good performance in the company.…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

A Systematic Literature Review: the Role of Balanced Scorecard in Performance Measurement for Corporate Sustainability

Asri Usman,

Mediaty,

Nadhilah Amaliah Liwan

et al. 2023

JFBD

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This research aims to improve sustainable business performance through Balanced Scorecard (BSC) with a systematic literature review method from 2018 to 2022, using Watase Uake, which resulted in 28 selected articles. BSC has proven to be strategic in improving the holistic performance of companies, covering 4 main perspectives: financial, customer, development and growth, and internal process. The internal process perspective was more influential in strategizing to measure company performance, followed by the training and development perspective, and then the customer and financial perspectives. The four perspectives of performance measurement using the balanced scorecard are interrelated so that the internal process makes improvements in the learning and development perspective, which in turn leads to finance by bringing benefits to customer satisfaction.

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Empirical Investigation of Strategy Implementation in Non-government organizations

et al. 2019

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Strategy implementation is considered as an essential part of strategic planning because it translates the chosen strategy into organizational action. Considering its high failure rates, substantial attention should be given to strategy implementation, especially in non-government organizations, as most past studies have focused on issues prevailing in profit-making entities and the public sector. Thus, this becomes the aim of this paper to investigate factors influencing strategy implementation in non-government organizations in Brunei. In order to answer the research aim, a structured survey was conducted, and both descriptive inference statistical analysis techniques were used to analyze the data. The study concludes that organizational structure and leadership have a strong relation to the strategy implementation in non-government organizations; it has also been revealed that organizational culture and external factors do not influence strategy implementation. Not only that the results of the study can validate previous research studies, but also they can help managers and practitioners to understand how the four variables identified in the study can influence strategy implementation within their organization.

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Strategic responses towards a performance management and measurement system in the public sector of a developing country

Cited by 3 publications

References 0 publications

Fleet management system, perceived service quality and the public health sector performance in Zimbabwe

Fleet management system, perceived service quality and the public health sector performance in Zimbabwe

A Systematic Literature Review: the Role of Balanced Scorecard in Performance Measurement for Corporate Sustainability

Empirical Investigation of Strategy Implementation in Non-government organizations

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