Performance management at Ukrainian university: A case of the KPIs use
-
Author(s)Larysa ShaulskaLink to ORCID Index: https://orcid.org/0000-0002-7919-6733
,
Oleksandra LaktionovaLink to ORCID Index: https://orcid.org/0000-0001-6472-6503
,
Tetyana NagornyakLink to ORCID Index: https://orcid.org/0000-0002-6416-5774
,
Hanna SeredaLink to ORCID Index: https://orcid.org/0000-0001-9222-1887
-
DOIhttp://dx.doi.org/10.21511/ppm.19(1).2021.07
-
Article InfoVolume 19 2021, Issue #1, pp. 78-89
- Cited by
- 1198 Views
-
465 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Implementing performance management systems, including the KPI (Key Performance Indicators) system, at the university level faces many difficulties. The study aims to determine the problems of formation and implementation of the system of KPIs at the HEIs (higher education institutions) level based on the case study. Methodologically the study is based on the analysis of the case of the KPI system implementation at Vasyl’ Stus Donetsk National University (Ukraine) using a 3-year project survey of managers and employees of structural units about self-analysis of deviations and perception of each performance indicator. The essential subjective factor – irrational participants’ behavior – is demonstrated, reflected in their resistance, fear, and lack of acceptance of innovations in assessment processes, which needs to delineate tools for effective KPI system implementation (reduction of its negative influence and growth of the personnel loyalty). The main organizational obstacles that reduce such a measurement system’s efficiency are incomprehensibility, difficulty of evaluation, non-influence or independency of indicators from the efforts of respondents, poor communication, and motivation to achieve them. The analysis results allowed providing the recommendations that could contribute to the formation of reflexive and active management culture in the strategic management system and a culture of productive dialogue through vertically and horizontally management interaction.
- Keywords
-
JEL Classification (Paper profile tab)I23, L30, M12
-
References20
-
Tables1
-
Figures1
-
- Figure 1. KPI of the university by two steps of their implementation (the number of KPIs of each administrative subdivision is indicated in the blocks of stage 1; the number of subdivisions and in parentheses – the number of KPIs are indicated on stage 2)
-
- Table 1. The average rating for the KPI groups connected with accreditation, competitiveness, financial support, and social security
-
- Ballentine, H., & Eckles, J. (2009). Dueling scorecards: How two colleges utilize the popular planning method. Planning for Higher Education, 37(3), 27-35.
- Beard, D. F. (2009). Successful applications of the balanced scorecard in higher education. Journal of Education for Business, 84(5), 275-282.
- Committee of University Chairmen. (2004). A final report to the CUC on: Good practice in six areas of the governance of higher education institutions.
- Fitzgerald, L., Johnson, R. Brignall, T. J., & Sivelstro, R. (1991). Performance Measurement in Service Business. The Chartered Institute of Management Accountants, London.
- Ionescu, M. (2012). The balanced scorecard (BSC): Framework, implementation methodology and recommended application. Balanced Scorecard Romania.
- Kaplan, R. S., & Norton, D. P. (2005). The balanced scorecard: Measures that drive performance. Harvard Business Review, 83(7), 172.
- Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard – measures that drive performance. Harvard Business Review, 70(1), 71-79.
- Kolot, A., Kozmenko, S., Herasymenko, O., & Štreimikienė, D. (2020). Development of a decent work institute as a social quality imperative: Lessons for Ukraine. Economics and Sociology, 13(2), 70-85.
- Lynch, R. L., & Cross, K. F. (1991). Measure up! The essential guide to measuring business performance. Mandarin. London.
- McAdam, R., & Bailie, B. (2002). Business performance measures and alignment impact on strategy: The role of business improvement models. International Journal of Operations and Production Management, 9, 972-996.
- McDevitt, R., Giapponi, C., & Solomon, N. (2008). Strategy revitalization in academe: A balanced scorecard approach. International Journal of Educational Management, 22(1), 32-47.
- Ndoda, G. R., & Sikwila, M. N. (2014). Ubuntu-praxis: Re-modelling the balanced scorecard model at a university, an Afrocentric perspective. Research in Higher Education Journal, 25, 1-27.
- Neely, A. (2005). The evolution of performance measurement research: developments in the last decade and a research agenda for the next. International Journal of Operations and Production Management, 25(12), 1264-1277.
- Niven, P. R. (2002). Balanced Scorecard Step-by-Step. Maximizing Performance and Maintaining Results. New York: Wiley.
- Rohm, H., Wilsey, D., Perry, G. S., & Montgomery, D. (2013). The institute way: Simplify strategic planning & management with the balanced scorecard (1st ed.). Cary, NC: Institute Press.
- Sereda, H. V. (2018). Dosvid universytetiv v oblasti vprovadzhennia KRI-pokaznykiv dosiahnennia stratehichnykh tsilei [Experience of universities in the field of the implementation of KPI-indicators to achieving strategic goals]. Ekonomika i orhanizatsiia upravlinnia – Economiсs and organization of management, 4, 87-99. (In Ukrainian).
- Sureshchandar, G. S., & Leisten, R. (2005). Holistic scorecard, strategic performance measurement and management in the software industry. Measuring Business Excellence, 9(2), 12-29.
- Taylor, J., & Baines, C. (2012). Performance management in UK universities: Implementing the balanced scorecard. Journal of Higher Education Policy and Management, 34(2), 111-124.
- Wynder, M., Wellner, K., & Reinhard, K. (2013). Rhetoric or reality? Do accounting education and experience increase weighting on environmental performance in a balanced scorecard? Accounting Education: An International Journal, 22(4), 366-381.
- Yu, M. L., Hamid, S., Ijab, M. T., & Soo, P. H. (2009). The e-balanced scorecard (e-BSC) for measuring academic staff performance excellence. Higher Education, 57, 813-828.
-
Not dead yet: the rise, fall and persistence of the BCG Matrix
Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 19-34 Views: 4889 Downloads: 2625 TO CITE АНОТАЦІЯThe BCG Matrix was introduced almost 50 years ago, and is today considered one of the most iconic strategic planning techniques. Using management fashion theory as a theoretical lens, this paper examines the historical rise, fall and persistence of the BCG Matrix. The analysis highlights the role played by fashion-setting actors (e.g., consultants, business schools and business media) in the rise of the BCG Matrix. However, over time, portfolio planning models such as the BCG Matrix were attacked and discredited by a host of different actors, and gradually fell out of favor. Even though the BCG Matrix has fallen from grace, it is still alive and has left an imprint on management education and practice. Despite being largely discredited in academic circles, many practitioners still view it as an important corporate portfolio planning technique.
-
Justification of the list of indicators financial stability of the banking system
Nataliia Pohorelenko
doi: http://dx.doi.org/10.21511/ed.17(3).2018.01
The generalization of scientific approaches to the assessment of the financial stability of the banking system has demonstrated the multivariance of views on structuring and listing of financial stability indicators and has made it possible to distinguish three main ones: on the basis of macroeconomic and macro financial indicators; on the basis of separate indicators; based on synthetic indicators. It is proved that the latter is most effective since the large number and variability of financial ratios used by different authors to assess the level of financial stability of banking systems does not allow for unambiguous results. A hierarchic structure of indicators of the stability of the banking system is proposed, which is characterized by the simultaneous existence of a certain number, not ordered in a heterarchic manner. In accordance with it, the integral index of financial stability of the banking system includes subindices: stability of the NBU, stability of system banks, banks with foreign capital, banks with private capital, financial vulnerability of the banking system. The expediency of accounting for the indicators of financial risk assessment: credit, liquidity risk, interest rate, investment risk, unstable resource base risk, which are characterized by such financial ratios as part of provisions for depreciation of loans in the loan portfolio, is justified in the composition of such a synthetic indicator of the financial stability of the banking system; the norm of instant liquidity; net interest margin; part of the provision for depreciation of securities in the securities portfolio; coefficient of instability of the resource base. Also, indicators for assessing the stability of the central bank were proposed: indicators of the adequacy of reserves; indicators of the effectiveness of monetary policy; indicators of the effectiveness of foreign exchange regulation; indicators of compliance of banking supervision with the main principles of efficiency. This approach will allow taking into account all the structural components of the banking system in the process of assessing financial stability, on the one hand, and in time to identify potential threats to the loss of stability, on the other.
-
The impact of strategic planning on enhancing the strategic performance of banks: evidence from Bahrain
Banks and Bank Systems Volume 14, 2019 Issue #2 pp. 140-151 Views: 1743 Downloads: 1167 TO CITE АНОТАЦІЯThis study aims to test the impact of strategic planning on enhancing the strategic performance of Bahraini banks. The study has two variables. The strategic planning as an independent variable includes a group of four perspectives, namely environmental scanning, strategy formulation, strategy implementation, and strategy evaluation. The strategic performance as a dependent variable also includes a group of four perspectives: financial, customer, internal business process, and learning and growth. The sample of the study consists of the employees of 10 of all the 12 commercial banks in Bahrain. A questionnaire was developed to gather the data. Five questionnaires were distributed to each bank totaling 50 questionnaires. The results showed that the strategic planning has a good statistically significant impact on financial, customer, and learning and growth. The results also showed a medium statistically significant impact of strategic planning on internal business process. The research recommended focusing on all aspects of the strategic performance in the banks under study, specifically the internal business process perspective.
