981 resultados para Balanced ration


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Suorituskyvyn johtamista on tutkittu paljon teollisuustalouden näkökulmasta. Sen sijaan palvelutuotannon näkökulmasta katsottuna tutkimustyö on vasta aluillaan. Iso osa yritysten liiketoiminnasta muodostuu palvelujen tuottamisesta, joten palvelutuotannon merkitys on tänä päivänä varsin keskeisessä roolissa. Suorituskyvyn johtaminen tarvitsee rinnalleen kannustavia palkitsemismalleja. Oikein toteutettuna palkitseminen ohjaa strategian mukaisiin tavoitteisiin ja parantaa organisaation tuloksellisuutta. Palkitseminen tulee kuitenkin nähdä riittävän monipuolisena kokonaisuutena. Parhaimmillaan se sitouttaa, motivoi ja kannustaa työntekijöitä entistä parempiin suorituksiin. Epäonnistuessaan sillä on monia negatiivissa vaikutuksia. Se saattaa lisätä epäoikeudenmukaisuuden tunnetta, jolloin työilmapiiri heikkenee sekä poissaolot ja vaihtuvuus lisääntyvät. Tässä tutkimuksessa on keskitytty palvelutuotannon organisaation tutkimiseen. Tutkimuksessa selvitettiin, mitä tekijöitä tulee huomioida logistiikkasektorin palvelutuotannon organisaation onnistumista mitattaessa ja palkitessa. Tutkimus toteutettiin case-organisaatiossa konstruktiivista tutkimusotetta hyödyntäen. Tiedonkeruumenetelmänä käytettiin puolistrukturoituja haastatteluja. Tutkimuksessa rakennettiin suorituskykyä mittaava mallimittaristo ja suorituskykyä tukeva palkitsemismalli. Mittariston viitekehyksenä käytettiin Balanced Scorecardia. Tulosten perusteella voidaan todeta, että palvelutuotannon erityispiirteet tulee huomioida mittaristoa rakennettaessa. Asiakkaan rooli tulee palvelutuotannossa korostuneesti esiin. Lisäksi on huomioitava kohdeorganisaation omat strategiset tavoitteet. Mittaristoon tulee ottaa tulosmittareita, ennakoivia mittareita ja ympäristön muutosta selittäviä mittareita. Palkitsemismalleja tulee tutkia sekä aineellisen että aineettoman palkitsemisen näkökulmista. Aineellisessa palkitsemisessa tulee huomioida suoritukseen perustuva palkitseminen. Aineettomassa palkitsemisessa puolestaan on huomioitava yksilölliset tarpeet, jotka perustuvat henkilökohtaisiin ominaisuuksiin ja arvomaailmaan.

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Contemporary higher education operates in an environment of dwindling and parsimonious resources; the increasing need for accountability and relevance to varying stakeholders with differing expectations. These relatively new trends in higher education have been faced by business organizations which have developed different ways of operating in response. This study outlines one way by which business organizations have addressed similar circumstances to show how the Cameroon higher education (HE) could learn from business organizations to manage strategic objectives. The balanced scorecard (BSC) has been used by business organizations to address similar trends. This study evaluates the strategic objectives of Cameroonian higher education using the balanced scorecard. The system level is used to identify the general strategic objectives and one state university is used to represent the translation and implementation of the objectives at the institution level. The BSC principles used include: operational strategic objectives; organizational alignment to the strategy; making strategy everyone’s everyday job; making strategy continual and; mobilizing the leadership for change. The underlying concepts in these principles are communication, consensus, relevance, and a participatory approach. The study employs data from policy documents, relevant literature, websites and semi-structured interviews. The research approach is qualitative and the analyses are done by making meaning of phenomena in their natural contexts. The results show that there is a general knowledge of the strategic objectives but there is disagreement on the relevance of these objectives to HE and on the type of approaches used in implementing the objectives. It was also found that the relevant stakeholders are known, but not all the respondents agree on the importance of these stakeholders. All stakeholders do not have the same level of influence-the state is the most influential. Reporting is sufficiently done but there are insufficient provisions for feedback from stakeholders. The study concludes that the BSC principles can be applied to the management of strategic objectives in Cameroon HE. For Cameroonian higher education, it is recommended that the focus should be first, on developing tools for strategy before the strategy itself. Even though the need for the BSC is confirmed the context does not seem sufficiently ready to implement the BSC as a strategic management tool. The proposed BSC framework can only be used as a communication tool. The barriers to managing strategic objectives in Cameroon HE are related to the communication, consensus, clarity and relevance. However, the system has prospects for improved management and eventual adoption of the BSC as both a strategic management and communication tool. In line with other BSC applications to higher education, this study concluded that it is more feasible to apply the balanced scorecard to a single higher education institution than to a higher education system. The study makes a contribution to the BSC by showing how its principles can be used in a non-business context. The study also opens up possibilities for future research on the same topic in a different context or the same context with a wider scope (more institutions and respondents); the same study with a deeper focus on the interrelationships between the different strategic objectives (strategy maps). The study could also be extended by including the perspectives of the identified stakeholders who are not directly part of the higher education system but constitute the environment in which higher education operates.