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• W2970297130 abstract "One of the areas that has experienced great changesdue to public-sector reform processes is performance management.Focus on performance management in the public-sector hasexperienced changes over time, from the process of monitoringactivities to outcome-based performance management. Many emergingeconomies have adopted management systems developed for advancedeconomies in order to enhance accountability, transparency, andservice quality delivery. However, the practice of adopting a newmanagement system that has worked well in advanced economies islargely untested. For instance, though the public-sectors of manycountries with emerging economies are reported to have implementedthe balanced scorecard (BSC) concept, very limited literature hasreported its implementation. This study explores the implementationof the BSC framework as a performance management system (PMS) inthe public-sector in Indonesia. Broadly, this study was designed tocover three major themes: reviewing the quality of BSCimplementation by using the principles of the strategy-focusedorganisation (SFO) model, determining the extent to whichorganisational factors affect BSC implementation, and lastly,investigating how the BSC contributes to employee behaviour andrelates to organisational performance. This study adoptsquantitative methods by using data from self-administeredquestionnaires (n=1,675) and documents related to BSCimplementation and organisational performance (OP). The data wereanalysed using confirmatory factor analysis (CFA), structuralequation modelling (SEM), panel data regression modelling andgrowth curve analysis. We highlight three main findings generatedfrom this study. First, this study confirms that all five latentvariables correlate positively with one other under the BSCframework. Second, with regard to the organisation factor, we findthat the BSC is likely to be implemented in small public-sectororganisations and that employees holding strategic positions arelikely to implement the BSC. Lastly, the study finds that the BSChas mixed results with public service motivation (PSM) andorganisational commitment (OC) at the employee levels and positiveresults with OP. The implications of the study are discussed inrelation to the relevance of the BSC approach to public-sectororganisations in Indonesia." @default.
• W2970297130 created "2019-09-05" @default.
• W2970297130 creator A5043745442 @default.
• W2970297130 date "2018-01-01" @default.
• W2970297130 modified "2023-09-26" @default.
• W2970297130 title "Performance Management Systems based on the Balanced Scorecard framework : the case of Indonesian customs and excise organizations" @default.
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