Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

PERFORMANCE MANAGEMENT SYSTEM STUDY OF THE IT INDUSTRY USING BALANCED SCORE CARD


Affiliations
1 Department of Petroleum Studies, Aligarh Muslim University, Aligarh, Uttar Pradesh., India
2 Department of Management Studies, St. Peters’ University, Avadi, Chennai, Tamil Nadu., India
3 *Department of Mechanical Engineering, Aalim Muhammed Salegh College of Engineering, Muthapudupet, Avadi, Chennai, Tamil Nadu., India
     

   Subscribe/Renew Journal


Performance means the process where employees, with their engagement of knowledge and skills, perform the work through the realisation of their objectives effectively. Performance management identifies the organisation’s objectives, the necessary results to achieve these objectives, the ways to be effective in achieving these objectives, and the drivers to achieve them. This means that being engaged is not the same as achieving results. It makes us understand that the training, work, and commitment are not results. The performance management system has its focus on achieving the best results within the organisation, department, team, or individual through understanding and orienting efforts towards efficiency, within a framework of planned goals, standards, and skills required. The positive relationship proved in the balance score card (BSC) method that the information technology (IT) industry – case specific, has a balanced framework for performance management system (PMS) practices. The positive relationship also showed that the higher management of the IT industry understand the specific needs of the customers. Examining the relationship between BSC 4 perspectives and employee attitude (EA), it is revealed that BSC customer, BSC finance, and BSC internal processes are significantly related to the EA. The EA would act as a control mechanism among the employees to ensure that the services provided by the IT industry is up to the expectations of the customers, since they are the stakeholders.

Keywords

Balanced Scorecard, Employee Attitude, Managerial Performance, Organisation Culture, Performance Management System.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Anand, M, Sahay, B., & Saha, S. (2005). Balanced scorecard in Indian companies. New Delhi: Vikalpa Publishers.
  • Bhal, K. T., & Gulati, N. (2007). Pay satisfaction of software professionals in India. Vikalpa, 32(3), 9-21, 2007.
  • Carter, N. (1991). Learning to measure performance: The use of indicators in organization. Public Administration Review, 69, 85-101.
  • Creelman, J. (1998). Building and implementing a Balanced Scorecard – International best practice in strategy implementation. London: Business Intelligence Ltd.
  • Edison, H., Ali N., & Torkar, R. (2013). Towards innovation measurement in the software company. The Journal of System and Software, 86, 1390-1407.
  • Hofstede, G. (2001). Cultures consequences: Comparing values, behaviours, institutions and organisation across nations. Thousand Oaks, California: Sage Publication.
  • Hoque, Z. (2004). A contingency model of the association between strategy, environmental uncertainty and performance measurement: Impact on organizational performance. International Business Review, 13, 485-502.
  • Hoque, Z., & James, W. (2000). Linking balanced scorecard measures to size and market factors: Impact on organisational performance. Journal of Management Accounting Research, 12, 1-17.
  • Ittner, C. D., Larcker, D. F., & Randall, T. (2003). Performance implications of strategic performance measurement in financial service firms. Accounting, Organisations and Society, 28(7-8), 715-741.
  • Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard – Measures that drive performance. Harvard Business Review, 70(1), 71-79.
  • Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-85.
  • Kaplan, R. S., & Norton, D. P. (2000). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Cambridge, MA: Harvard Business School Press.
  • Kaplan, R. S., & Norton, D. P. (2001). Building a strategyfocused organization. Ivey Business Journal, 65(5), 12-19. Kennerley, M., & Neely, A. (2003). Measuring performance in a changing business environment. International Journal of Operations & Production Management, 23(2), 213-229.
  • Kraemer, D. (2000). Information technology all productivity evidence from country level data. J. Management Science, 23, 78-98.
  • Trivellas, P., Reklitis, P., & Konstantopoulos, N. (2007). A dynamic simulation model of organizational culture and business strategy effects on performance. American Institute of Physics, 63(2), 1074-1078.
  • Martinsons, M., Davison, R., & Tse, D. (1999). The balanced scorecard – A foundation for the strategic management of information systems. Decision Support Systems, 25(1), 71-78.
  • Meyer, M., & Kolbe, L. M. (2005). Integration of customer relationship management: Status quo and implications for research and practice. Journal of Strategic Marketing, 56, 78-89.
  • Muralidharan, R. (1997). Strategic control for fast moving markets: Updating the strategy and monitoring performance. Long Range Planning, 30(1), 64-73, 1997.
  • Mohrman, A., Mohrman, S., & Worley, C. (1990). Hightechnology performance management. In M. Glinow, M. Von & S. Mohrman (Ed.), Managing Complexity in HighTechnology Organisation. New York: Oxford University Press.
  • Neely, A., Adams, C., & Kennerley, M. (2002). The performance prism: The scorecard for measuring and managing business success. Financial Times Prentice Hall.
  • Neuman, W. L. (2006). Social research methods: qualitative and quantitative approaches. Boston, USA: Pearson, Allyn and Bacon.
  • Searcy, C. (2012). Corporate sustainability performance measurement systems: A review and research agenda. Journal of Business Ethics, 107, 239-253.
  • Somers, M., & Birnbaum, D. (2000). Exploring the relationship between commitment profiles and work attitudes, employee withdrawal, and job performance. Public Personnel Management, 9(3), 353-365.
  • Singh, A. (2013). Perception of software professionals regarding performance management process: An exploratory study. Vikalpa, 38(2), 39-60.
  • Tao, C., & Yawei, Q. (2009). The co-evolution mechanism of information industry technology innovation and industrial system growth in the fusion background. Science and Management Science, 11, 86-93.
  • Xin, W., & Jing, J. (2009). Study on the dynamic mechanism of information industry evolution. Information Science, 12(27), 1885-1890.
  • Yuanchu, L. (2005). Study on the evolution regularity and development mode of information industry. Wuhan: Wuhan University.

Abstract Views: 243

PDF Views: 0




  • PERFORMANCE MANAGEMENT SYSTEM STUDY OF THE IT INDUSTRY USING BALANCED SCORE CARD

Abstract Views: 243  |  PDF Views: 0

Authors

Sk. Masud Hossain.
Department of Petroleum Studies, Aligarh Muslim University, Aligarh, Uttar Pradesh., India
Sk. Sauvik Hossain.
Department of Management Studies, St. Peters’ University, Avadi, Chennai, Tamil Nadu., India
Namita Karmaker
*Department of Mechanical Engineering, Aalim Muhammed Salegh College of Engineering, Muthapudupet, Avadi, Chennai, Tamil Nadu., India

Abstract


Performance means the process where employees, with their engagement of knowledge and skills, perform the work through the realisation of their objectives effectively. Performance management identifies the organisation’s objectives, the necessary results to achieve these objectives, the ways to be effective in achieving these objectives, and the drivers to achieve them. This means that being engaged is not the same as achieving results. It makes us understand that the training, work, and commitment are not results. The performance management system has its focus on achieving the best results within the organisation, department, team, or individual through understanding and orienting efforts towards efficiency, within a framework of planned goals, standards, and skills required. The positive relationship proved in the balance score card (BSC) method that the information technology (IT) industry – case specific, has a balanced framework for performance management system (PMS) practices. The positive relationship also showed that the higher management of the IT industry understand the specific needs of the customers. Examining the relationship between BSC 4 perspectives and employee attitude (EA), it is revealed that BSC customer, BSC finance, and BSC internal processes are significantly related to the EA. The EA would act as a control mechanism among the employees to ensure that the services provided by the IT industry is up to the expectations of the customers, since they are the stakeholders.

Keywords


Balanced Scorecard, Employee Attitude, Managerial Performance, Organisation Culture, Performance Management System.

References