TY - GEN
T1 - Reconstruction of performance-Driven culture
T2 - 16th European Conference on Research Methods in Business and Management, ECRM 2017
AU - Nordiawan, Deddi
AU - Prasodjo, Eko
AU - Hardjosoekarto, Sudarsono
N1 - Publisher Copyright:
© 2017 Academic Conferences Limited. All Rights Reserved.
PY - 2017
Y1 - 2017
N2 - The implementation of performance management has its own drawbacks. When a particular performance management technology is applied in an organization, it does not always come to fruition. Sometimes it ends as a formality, sometimes it stops at measurement phase and never reaches the management phase. This assertion is supported by a number of factual complexity problems found in East Java province, Indonesia. Using Soft Systems Methodology (SSM) (Checkland and Scholes, 1990), this research has successfully reconstructed a set of building blocks of Performance-Driven Culture, which are expected to bring improved effectiveness in the application of Performance Management. This application of SSM was conducted with a framework of dual imperative action research (McKay and Marshall, 2001) that makes it possible to do research interest reflection based on a theoretical framework; and at the same time the researchers gain a significant field research experience which is a potential basis for a problem solving action (Hardjosoekarto, 2013).Based on the theoretical framework developed by Marr (2009), this research finds that in Indonesian local government, especially in East Java province, there are five building blocks of performance-driven culture, namely: (1) leadership that encourages performance; (2) acknowledgement and appreciation of performance; (3) efficient performance reporting; (4) interactive performance review; and (5) performance map. Furthermore, together with the actors in the Government of East Java Province, this study also performed problem-solving upon the problem related to the management of elements that construct Performance-Driven Culture. The result of this problem-solving process leads to a number of agreed recommendations, namely the involvement of the Governor in Planning Forum, the initiation of performance appreciation program, the simplification of performance report framing, dialogic periodical review, establishing Performance Data Center, and the framing of integrated performance indicators.
AB - The implementation of performance management has its own drawbacks. When a particular performance management technology is applied in an organization, it does not always come to fruition. Sometimes it ends as a formality, sometimes it stops at measurement phase and never reaches the management phase. This assertion is supported by a number of factual complexity problems found in East Java province, Indonesia. Using Soft Systems Methodology (SSM) (Checkland and Scholes, 1990), this research has successfully reconstructed a set of building blocks of Performance-Driven Culture, which are expected to bring improved effectiveness in the application of Performance Management. This application of SSM was conducted with a framework of dual imperative action research (McKay and Marshall, 2001) that makes it possible to do research interest reflection based on a theoretical framework; and at the same time the researchers gain a significant field research experience which is a potential basis for a problem solving action (Hardjosoekarto, 2013).Based on the theoretical framework developed by Marr (2009), this research finds that in Indonesian local government, especially in East Java province, there are five building blocks of performance-driven culture, namely: (1) leadership that encourages performance; (2) acknowledgement and appreciation of performance; (3) efficient performance reporting; (4) interactive performance review; and (5) performance map. Furthermore, together with the actors in the Government of East Java Province, this study also performed problem-solving upon the problem related to the management of elements that construct Performance-Driven Culture. The result of this problem-solving process leads to a number of agreed recommendations, namely the involvement of the Governor in Planning Forum, the initiation of performance appreciation program, the simplification of performance report framing, dialogic periodical review, establishing Performance Data Center, and the framing of integrated performance indicators.
KW - Building block
KW - Local government
KW - Performance management
KW - Performance-driven culture
KW - Soft systems methodology
UR - http://www.scopus.com/inward/record.url?scp=85054025404&partnerID=8YFLogxK
M3 - Conference contribution
AN - SCOPUS:85054025404
SN - 9781911218401
T3 - Proceedings of the European Conference on Research Methods in Business and Management Studies
SP - 277
EP - 287
BT - Proceedings of the 16th European Conference on Research Methods in Business and Management, ECRM 2017
A2 - Lawlor, Katrina
A2 - Buckley, Anthony Paul
PB - Academic Conferences Limited
Y2 - 22 June 2017 through 23 June 2017
ER -