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• W2887874800 abstract "Performance is a measure of success. Companies which perform better will have bettergrowth and competitiveness. Performance measurement has been practiced since the middleages. For several years, financial performance measures were used to assess the success oforganizations. However, they have been blamed for lacking strategic focus, encouraging localoptimization and absence of information on quality, delivery time and flexibility, and indeedmissing information on customer requirements and competitors status. As a resultperformance measurement has become a topical issue for academicians in managementstudies and a number of performance measurement methodologies have been suggested. Moreover, the dynamic change in global, technological, business and natural trends hasresulted in changing the nature of work, the need of specific improvement initiatives bycompanies, the emergence of national and international awards, the changing oforganizational roles and the power and demand of external requirements. Consequently,acting on these organizational assignments and balancing their responses necessitates the useof more robust and comprehensive PM approach. This dissertation has been founded on these rationales. It has the general objective ofidentifying the recent challenges in the literatures of the field of PM and to empiricallyinvestigate the existing performance measurement practices of Ethiopian prioritizedmanufacturing industry and, finally, to suggest an improved PMS solution for the problemsidentified. To meet the dissertation objective, both theoretical and empirical approaches havebeen pursued and there were an interplay between the theory from PM literature and thepractice in EPMI PM practices and, consequently, coming up with the suggested solutionwhich can contribute in bridging the indentified gaps to some extent. The finding from the systematic literature review asserted that the PM literature shouldaddress issues such as inexistence of solid measurement theory (theories) that underpinperformance measurement systems, lack of stronger necessary and sufficient conditions for performance characteristics should fulfill and inadequate due consideration of emerging PMand management subfields. These are resulted from changes in technological, global, naturaland business trends. The challenges are found to be critical gaps to be bridged to maintain itsprogress and the literature convergence. The empirical investigation has been carried out on EPMIs. A randomly selected 109companies were included in the survey study. Both descriptive and analytical statisticalanalysis were applied to analyze the survey data on the existing PM practices. The analysis result has shown that PM practice in EPMIs is dominated by financial measures. There is aserious problem in formulation of vision and objectives in a clear and workable manner. There is also a problem of information quality for the formulation and updating of strategiesand measures among others. The introduction and use of modern performance measurement systems and performanceimprovement initiatives is limited. The most relatively supposed to be well-used performancemeasurement tool and performance improvement systems were QMS, kizen and BSC. About13.1%, 7.3% and 4.7% of the surveyed companies successfully implemented the systemsrespectively. In the investigation process, major factors affecting the implementation and maintenance ofperformance measures and measurement systems have also been identified in this surveystudy. These factors are organization culture, strategy alignment, performance measurementinformation communication and reporting systems, a regular performance measures andmeasurement systems review and update, management understanding, management commitment and leadership, clear and balanced framework and target-setting. In response to the theoretical and empirical findings, a methodological PMS frameworkwhich is supposed to contribute to bridge the gaps identified from PM literature and EPMIempirical analysis has been developed. The framework bases on multiple theories. Itcomposes four distinct and interrelated phases namely: the design phase, the implementationphase, the use phase and the review and update phase. Unlike many of the previouslyproposed frameworks which suggest some areas in which measures of performance might beuseful with little guidance, this framework provides better guideline on how the appropriatemeasures can be identified, introduced and ultimately used to manage the businessperformance. The PMS design phase part of the proposed framework has been successfullyimplemented in a case company selected from EMPI. The limitation of the research is the findings on the existing PM practices of EPMI has beenconcluded based on the sampled companies. The whole phases of the newly developed PMSframework needs to be implemented in more case companies to test its applicability reliably." @default.
• W2887874800 created "2018-08-22" @default.
• W2887874800 creator A5015315914 @default.
• W2887874800 date "2017-06-01" @default.
• W2887874800 modified "2023-09-27" @default.
• W2887874800 title "Performance Measurement System in Manufacturing Industry for Better Competitiveness: Case of Ethiopian Prioritized Manufacturing Industries" @default.
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