Temporal model for assessing the quality of public services

The material about the use of business processes to determine the quality of receiving services in a public institution is presents in article. It is proposed to take into account when obtaining a quality not only qualitative assessments, which are connected with the expert assessment and customer opinion and quantitative related to the timing of execution of business processes by employees. Shown mathematical expressions that allow build an automated quality evaluation system

Temporal model for assessing the quality of public services

The material about the use of business processes to determine the quality of receiving services in a public institution is presents in article. It is proposed to take into account when obtaining a quality not only qualitative assessments, which are connected with the expert assessment and customer opinion and quantitative related to the timing of execution of business processes by employees. Shown mathematical expressions that allow build an automated quality evaluation system

Rancangan Strategi Manajemen Kinerja PT XYZ Tahun 2022-2024: Performance Management Strategy Design PT XYZ 2022-2024

Performance management is a process carried out by the organization to ensure that the organization's business goals are aligned with the goals of the work units and individuals within it. The purpose of this study is to map business typologies, performance management direction and policies, the gap between theory and application performance management at PT XYZ, and strategy and implementation plans for company’s performance management. This research is an applied research with a descriptive qualitative approaches. Methods of data collection were carried out through surveys, interviews with 6 (six) managers and conducting studies on company performance management documents. Survey results were analyzed by comparing the mean value with predetermined assessment standards. Interview data were analyzed by using the content analysis method. The results of the research show that PT XYZ performance management needs to be improved starting from the stages of planning, implementation, assessment, up to performance rewarding. This study also compiles guidelines for the implementation of performance management plans by means of communication, appeals processes, training programs, trials, monitoring-evaluation and online implementation. The results of the performance management system design and its implementation plan need to be carried out by the management team and all employees on an ongoing basis with due regard to communication, appeals processes, training programs, trials, monitoring, evaluation and implemented online. Keywords: applied research, business strategy, human resource management, perfomance management, qualitative and quantitative researc

Using UNPRME to Teach, Research, and Enact Business Ethics: Insights from the Catholic Identity Matrix for Business Schools

We address how the leaders of a Catholic business school can articulate and assess how well their schools implement the following six principles drawn from Catholic social teaching (CST): (1) produce goods and services that are authentically good; (2) foster solidarity with the poor by serving deprived and marginalized populations; (3) advance the dignity of human work as a calling; (4) exercise sub-sidiarity; (5) promote responsible stewardship over resources; and (6) acquire and allocate resources justly. We first discuss how the CST principles give substantive content and meaning to the Good Goods, Good Work, and Good Wealth framework in The Vocation of the Business Leader (Pontifical Council for Justice and Peace in Vocation of the business leader, Pontifical Council for Justice and Peace, Vatican City, 2012) and then discuss their congruencies and tensions with the UNGC and UNPRME principles. Next, we describe the Catholic Identity Matrix an assessment tool that provides a quantitative and qualitative portrait of how well a Catholic business school integrates, within the scope of its mission and capacities, the three goods and related CST principles in its strategies, policies, activities, and processes. The concluding section discusses implications for ongoing UNGC and UNPRME assessment, reporting, and development efforts, and addresses the generalizability of our approach to business schools who draw their inspiration and moral principles from other faith-based or secular traditions

Social capital, local actor networks and differential economic performance in rural areas - evidence from case studies in Germany

The changing economic and social conditions of rural areas in Europe are characterised by variety of different development processes. An EU-funded international research project which has been conducted in collaboration with Scottish, Swedish, German and Greek research institutes focussed on the dynamics of rural areas (DORA). The research approach aimed to examine the quantitative and qualitative factors explaining the differences of economic performance (DEP) in selected rural regions of the four member states involved. Important variables of the investigation are the infrastructure equipment, the regional economic structure, the employment conditions and other socio-economic data as well as qualitative variables such as social capital in combination with local actor networks and institutional collaboration at the regional level. In this paper the role of social capital will be determined in quantitative and qualitative terms and in relation to other "soft" factors of rural development. The approach is characterised by a number of pair-wise comparisons of differing rural areas in terms of economic performance and based on exemplary results from the European Union research project DORA. After explaining the case study approach and clarifying the definition of social capital an operational conception of indicators for measuring of social capital will be presented with regard to regional-economic analysis. Statistical methods of locational conditions and differences of the socio-economic context are considered. Furthermore, expert interviews with regional actors as well as findings derived from postal business surveys serve as information bases for the analysis. The impact of social capital on regional institutions, politics processes and the differences of the economic dynamics is considered in each pair of case studies of the two examined regions in West and East Germany. From the comparison of the two regions the conclusion is derived that the regional differences regarding the amount and quality of social capital can contribute considerably to the explanation of differing development paths under similar context conditions and that the role of social capital could be more strongly taken into account with regard to impact assessment of regional policy.

Principles in Patterns (PiP) : Evaluation of Impact on Business Processes

The innovation and development work conducted under the auspices of the Principles in Patterns (PiP) project is intended to explore and develop new technology-supported approaches to curriculum design, approval and review. An integral component of this innovation is the use of business process analysis and process change techniques - and their instantiation within the C-CAP system (Class and Course Approval Pilot) - in order to improve the efficacy of curriculum approval processes. Improvements to approval process responsiveness and overall process efficacy can assist institutions in better reviewing or updating curriculum designs to enhance pedagogy. Such improvements also assume a greater significance in a globalised HE environment, in which institutions must adapt or create curricula quickly in order to better reflect rapidly changing academic contexts, as well as better responding to the demands of employment marketplaces and the expectations of professional bodies. This is increasingly an issue for disciplines within the sciences and engineering, where new skills or knowledge need to be rapidly embedded in curricula as a response to emerging technological or environmental developments. All of the aforementioned must also be achieved while simultaneously maintaining high standards of academic quality, thus adding a further layer of complexity to the way in which HE institutions engage in "responsive curriculum design" and approval. This strand of the PiP evaluation therefore entails an analysis of the business process techniques used by PiP, their efficacy, and the impact of process changes on the curriculum approval process, as instantiated by C-CAP. More generally the evaluation is a contribution towards a wider understanding of technology-supported process improvement initiatives within curriculum approval and their potential to render such processes more transparent, efficient and effective. Partly owing to limitations in the data required to facilitate comparative analyses, this evaluation adopts a mixed approach, making use of qualitative and quantitative methods as well as theoretical techniques. These approaches combined enable a comparative evaluation of the curriculum approval process under the "new state" (i.e. using C-CAP) and under the "previous state". This report summarises the methodology used to enable comparative evaluation and presents an analysis and discussion of the results. As the report will explain, the impact of C-CAP and its ability to support improvements in process and document management has resulted in the resolution of numerous process failings. C-CAP has also demonstrated potential for improvements in approval process cycle time, process reliability, process visibility, process automation, process parallelism and a reduction in transition delays within the approval process, thus contributing to considerable process efficiencies; although it is acknowledged that enhancements and redesign may be required to take advantage of C-CAP's potential. Other aspects pertaining to C-CAP's impact on process change, improvements to document management and the curation of curriculum designs will also be discussed

Principles in Patterns (PiP) : Project Evaluation Synthesis

Evaluation activity found the technology-supported approach to curriculum design and approval developed by PiP to demonstrate high levels of user acceptance, promote improvements to the quality of curriculum designs, render more transparent and efficient aspects of the curriculum approval and quality monitoring process, demonstrate process efficacy and resolve a number of chronic information management difficulties which pervaded the previous state. The creation of a central repository of curriculum designs as the basis for their management as "knowledge assets", thus facilitating re-use and sharing of designs and exposure of tacit curriculum design practice, was also found to be highly advantageous. However, further process improvements remain possible and evidence of system resistance was found in some stakeholder groups. Recommendations arising from the findings and conclusions include the need to improve data collection surrounding the curriculum approval process so that the process and human impact of C-CAP can be monitored and observed. Strategies for improving C-CAP acceptance among the "late majority", the need for C-CAP best practice guidance, and suggested protocols on the knowledge management of curriculum designs are proposed. Opportunities for further process improvements in institutional curriculum approval, including a re-engineering of post-faculty approval processes, are also recommended

An evaluation of the RAPID assessment-based process improvement method for small firms

[Abstract]: With increasing interest by the software development community in software process improvement (SPI), it is vital that SPI programs are evaluated and the reports of lessons learned disseminated. This paper presents an evaluation of a program in which low-rigour, one-day SPI assessments were offered at no cost to 22 small Australian software development firms. The assessment model was based on ISO/IEC 15504 (SPICE). About twelve months after the assessment, the firms were contacted to arrange a follow-up meeting to determine the extent to which they had implemented the recommendations from the assessment. Comparison of the process capability levels at the time of assessment and the follow-up meetings revealed that the process improvement program was effective in improving the process capability of many of these small software development firms. Analysis of the assessment and follow-up reports explored important issues relating to SPI: elapsed time from assessment to follow-up meeting, the need for mentoring, the readiness of firms for SPI, the role of the owner/manager, the advice provided by the assessors, and the need to record costs and benefits. Based on a meta-analysis of the program and its outcomes, advice and recommendations are provided to small firms and assessors. As well as providing validation of the assessment model and method, the outcomes from this research have the potential to better equip practitioners and consultants to undertake software process improvement, hence increasing the success of small software development firms in domestic and global markets