In the past decade, the number of universities and colleges grew rapidly. The nature of the advanced education has also changed substantially. The change of the elite education into the democratic education could remove the pressure for students to enter a higher and more prestigious educational institute, but it causes the financial problems on the government and also the deterioration of educational quality. It leads to the dispute about distribution and application of university¡¦s resources, promotion of the university¡¦s competitiveness and the diversification of advanced education. Due to the fierce competition of the advanced education environment that grows gradually, the performance of operation and management of national universities become more important. This research chose one national technical university as the sample to discuss its performance management system and applied the concept of Balanced Scorecard on the case based on the characteristics of the school, so that it can design an appropriate performance management system, which is exclusively suitable for every different school. This research conducted interviews and distributed questionnaires for a further discussion. After compiling the results from interviews and questionnaires and information gathered from literature review, the main conclusion could be summarized as follows: 1. The current performance management system of the case school is not complete. It could not integrate long-term strategies and the bonus system properly that should be improved. 2. The performance management system of Balanced Scorecard¡¦s framework could fully carry out the strategies of the research case school. It helps promote the cooperation between departments, solve the difficulties the university is facing, and it is efficient to deal with the future changes of the advanced education. 3. The most representative performance measurement indexes of each perspective of the research case school include ¡§the ranking of students joint recruiting¡¨ for customer perspective, ¡§the rate of freshmen¡¦s enrollment¡¨ for financial perspective, and ¡§the satisfaction of in-campus learning environment¡¨ for internal business process perspective. As for the learning and growth perspective, ¡§the willingness of cooperation required for both the ability and position of faculty¡¨ can represent the index. 4. National universities always have distinguishing features, prospect and the projects of middle-long term. Using four perspectives of Balanced Scorecard to establish measuring criterion and standards that can build a well consideration and direction for action-project of competition for school¡¦s strategies. In this study, we found that the four different perspectives can obtain a uniform chance for development by questionnaires from directors of the case school and experts of the universities in south area. From interviewers, we also got the results that the Balanced Scorecard can be used in other national universities. Based on reasonable performance results, the Balanced Scorecard could be applied for all national universities. The conclusion could be a reference for the research case school to apply the Balanced Scorecard on the performance management system in the future, so that when the university encounters the impacts of fast-paced society, it could adopt the appropriate methods and respond in real time. The process and method adopted in this research could also provide the national universities a reference to develop their own perfect performance management system.

Performance management is used as a tool not only to justify government expenses, but also to help public managers in terms of better planning, accountability, resource allocation, goal focusing, and many other benefits (Poister, 2003; Redburn, et al., 2007; Behn, 2003 etc.). As interest in and concerns about performance management systems continue to grow, scholars have increasingly suggested methods to better design and implement these systems in the public sector organizations, with the underlying assumption that they will help public organizations perform better. Using a management model proposed by Meier and O’Toole (1999, 2001), I explored the efficacy of following recommended practices in designing and implementing performance management systems for local police departments in the US. I used the 2012 Uniform Crime Report (UCR) dataset prepared by the Federal Bureau of Investigation (FBI), and original surveys of the chiefs of various police agencies for this undertaking. I used ordinary least squares (OLS) regression analysis to compare the performance of police agencies (measured in terms of number of crimes per 100,000 people) to the extent to which they follow recommended practices while designing and implementing performance management systems in their respective agencies. The results from this study suggest do not suggest a link between the recommended practices and police performance, as only the practices of using performance information and providing discretion to officers were found to be supporting the hypotheses for only one out of the eight crime categories. These two significant results might be attributed to chance alone. The results, hence, raise questions about the effectiveness of the recommended practices in improving organizational performance. Justification of the use of recommended practices, however, can still be traced to goal-setting theory.

The main purpose of this report is to identify and describe the type of behaviors that should be promoted in a matrix organization. This report shows how the performance management system is a very important tool in promoting these behaviors. The report starts with an introduction to the relationship between the success of a matrix structure and the appropriate performance management system followed by the definition of important concepts in this topic. Next, the report provides general recommendations to the leaders of matrix organizations with respect their performance management system. Finally, a case study of a company with this type of structure is analyzed. / text

<p><font face="Times New Roman"> <p align="left">This study focuses on the Performance Management System in the South African local government with specific emphasis on policy implementation.</p> </font></p>

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2010.

Performance management has become vital in any organisation in order to ensure a competitive advantage for organisations in the ever changing environment. The Balanced Scorecard (BSC) system, used as a performance management and a performance measurement tool, will ensure that organisational goals and strategic targets are achieved if it is implemented and applied effectively. The BSC system is a management tool that can be used to transform strategy into action. The use of the BSC system was seen as a problem as used within ArcelorMittal South Africa (AMSA). This paper includes a literature study on the BSC system as well as an empirical study regarding the application of the BSC system in a steel organisation. Literature on the BSC advises that the objectives, measurements and targets should be aligned with the organisation's strategy and vision to ensure improved long-term performance. In order to ensure alignment to all levels in the organisation the top level scorecard needs to be cascaded to lower levels to ensure that the right strategic goals are followed. The BSC system has a high number of benefits when implemented and applied effectively. An empirical study done at ArcelorMittal's Rolling department on people in different divisions, people on different job levels, people in different age groups and people with different years of service, indicated more or less the same average responses on specific BSC related issues. In general, it was concluded that the BSC is not effectively applied with in Rolling, mainly because of communication issues, a forced distribution approach by senior management, and compensation linked to performance discrepancies. Although the average ratings on BSC related questions came out on fairly average ratings, the majority of people indicated, that the BSC system is not transparent enough, nor is it applied effectively. Various specific conclusions and recommendations were made in order to identify and improve the progression of the BSC system at Rolling going forward. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Performance management has become vital in any organisation in order to ensure a competitive advantage for organisations in the ever changing environment. The Balanced Scorecard (BSC) system, used as a performance management and a performance measurement tool, will ensure that organisational goals and strategic targets are achieved if it is implemented and applied effectively. The BSC system is a management tool that can be used to transform strategy into action. The use of the BSC system was seen as a problem as used within ArcelorMittal South Africa (AMSA). This paper includes a literature study on the BSC system as well as an empirical study regarding the application of the BSC system in a steel organisation. Literature on the BSC advises that the objectives, measurements and targets should be aligned with the organisation's strategy and vision to ensure improved long-term performance. In order to ensure alignment to all levels in the organisation the top level scorecard needs to be cascaded to lower levels to ensure that the right strategic goals are followed. The BSC system has a high number of benefits when implemented and applied effectively. An empirical study done at ArcelorMittal's Rolling department on people in different divisions, people on different job levels, people in different age groups and people with different years of service, indicated more or less the same average responses on specific BSC related issues. In general, it was concluded that the BSC is not effectively applied with in Rolling, mainly because of communication issues, a forced distribution approach by senior management, and compensation linked to performance discrepancies. Although the average ratings on BSC related questions came out on fairly average ratings, the majority of people indicated, that the BSC system is not transparent enough, nor is it applied effectively. Various specific conclusions and recommendations were made in order to identify and improve the progression of the BSC system at Rolling going forward. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Inom arbetslivet blir det allt vanligare att mäta och utvärdera prestation. För att motivera sina anställda använder sig en del företag av Performance Management, där mål utarbetas och arbetas mot i syfte att optimera prestationsnivå. Kvalitativa intervjuer genomfördes för att undersöka upplevelsen av att utvärderas, samt hur motivation påverkas av att arbeta utifrån ett Performance Managementsystem, vilket var studiens syfte. Utöver en beskrivning av Performance Management, utgörs teoriavsnittet av en fördjupning i Maslows behovsteori, samt inre- och yttre motivationsfaktorers påverkan. Resultatet visade på hur samtliga var positiva till den vägledande funktionen av målfokuserat arbete och motiverades av uppmärksamhet och ansvar, liksom delaktighet vid utarbetandet av mål. Systemet upplevdes dock som utanför det dagliga arbetet och svårtillgängligt. Det betygs-system som användes vid utvärderingen, tycktes inte utnyttjas till fullo och således ha begränsad effekt på användarnas motivation. Avslutningsvis diskuteras det kring hur större inflytande för de anställda skulle kunna gynna organisationen.

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2010.

Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.