Cost Control Strategy in Covid-19 Pandemic Using Balanced Scorecard at Yogyakarta Islamic Hospital PDHI

The hospital is at the forefront to overcome the covid outbreak but the personal protective equipment (APD) is getting rare. This makes health service management more ineffective and efficient. The purpose of this study is to develop a cost control strategy to maintain and even improve hospital performance during Pandemi Covid-19. This research is a qualitative research with a case study approach conducted at PDHI Yogyakarta Islamic Hospital. The research design uses an approach to explore and understand the organization by presenting a comprehensive picture and reporting a detailed description of the source of information and preparing it without the intervention of the researchers. The interview was conducted to the Chairperson of the PDHI Foundation, the Chairperson of the Supervisory Board, and the Hospital Director. The data analysis used includes compaction, coding, and identification of themes to get a deeper understanding of strategic planning at RSIY PDHI. The overall strategic objective of the organization is categorized into 4 (four) perspectives, namely financial goals, customer goals, internal business processes, and the purpose of growth and learning. In terms of financial, three strategic objectives are set, namely income growth, cost reduction, and increased profitability. From the customer side, four strategic objectives are set, namely improving the quality and quality of service, increasing customer satisfaction, improving the quality of customer relations, and improving the image of the hospital. In terms of internal business processes, three strategic objectives are set, namely the integration of internal service processes, improving the quality of service processes to customers, and increasing the speed of the service innovation process. PDHI Yogyakarta Islamic Hospital is advised to improve a strategic plan with a framework of the Balanced Scorecard that has been previously created. Keywords:  Balanced Scorecard, Cost Control Strategy, PDHI Islamic Hospital Yogyakart

Executive function and subjective well-being in middle and late adulthood

OBJECTIVES: A growing body of research has investigated psychosocial predictors of subjective well-being (SWB), a key component of healthy aging, which comprises life satisfaction and affective well-being. However, few studies have examined how executive function (EF)—a collection of adaptive, goal-directed control processes—could affect SWB in middle and late adulthood. METHODS: By analyzing a nationally representative adult cohort ranging from the early 30s to early 80s from the Midlife Development in the United States 2 study, we examined two potential mediators (i.e., sense of control vs positive reappraisal) that could underlie the relation between EF and SWB. Further, we assessed how these mediational pathways would differ across midlife and older adulthood. RESULTS: Our results revealed that sense of control, but not positive reappraisal, significantly mediated the relation between EF and life satisfaction and affective well-being. Moreover, these mediation effects were significantly moderated by age, with more pronounced effects among older adults. DISCUSSION: We found that EF in later adulthood facilitates a sense of control over obstacles that interfere with the attainment of goals, which in turn is associated with greater life satisfaction and positive affect. This underscores the role of EF as an increasingly valuable resource that buffers against declines in sense of control and SWB in late adulthood

Hospetitiveness – the Empirical Model of Competitiveness in Romanian Hospitality Industry

Our interest is focused on an important sector of the national economy: the hospitality industry. The paper is the result of a careful analysis of the literature and of a field research. According to the answers of hotels' managers, competitiveness is based mainly on service quality and cost control. The analyses of questionnaires and dedicated literature lead us to the design of a competitiveness model for hospitality industry, called "Hospetitiveness – The empirical model of competitiveness in the Romanian hospitality industry". The model has three levels: the first level (the base) is represented by decisive factors of competitiveness: human resources, innovation, services and costs, which influence all hotels' operations. The second level consists in the inclusion of competitiveness factors’ attributes in the organization’s processes and operations, in order to reach the objectives and obtain competitive advantage. This is the level where all the competitiveness factors are transposed in objective measures, in order to make them easily understood by the employees. The third level illustrates the dimensions of competitiveness as results of the impact of the decisive factors on the organization’s internal processes and operations. These dimensions are: customer satisfaction, market position and internal and external social responsibility. The model is dynamic, being the starting point for specific models in hotel management (e.g. business or seaside hotels’ management), and also the base for a best practices guide that translates competitiveness factors into key competitive advantage.competitiveness, hospitality industry, hotel management, competitive advantage

Corporate governance, stakeholding and the nature of employment relations within the firm

This paper investigates the effect of different forms of corporate governance on the structure and nature of stakeholder relationships within organizations and the consequent impact on employment relations within the firm. In this, HRM assumes a dual role in delivering improvements in production efficiency and in fostering employee commitment to the organization and its objectives. However, different forms of corporate governance prioritise stakeholder interests in ways that may bring these two objectives into conflict. To address these questions, we examine the interrelationship between corporate governance, HRM practices and HRM outcomes in a comparative analysis of companies operating under alternative forms of governance, including private sector, public sector and family-owned firms. The empirical analysis is based on the UK Work and Employment Relations Survey (WERS98)

Planning effort as an effective risk management tool

In project management, high levels of risk are considered to be a significant obstacle for project success. This paper investigates whether improving the project plan can lead to improved success for high-risk projects. A quality of planning index was designed to explore how the presence of high risk affects the quality of planning and project success. The index includes managerial aspects such as costs, human resources, procurement and quality, as well as organizational support aspects based on organization maturity models. In a field study based on data collected from 202 project managers regarding their most recent projects, it was found that the levels of risk at the beginning of projects has no effect on their final success. Drilling down to find an explanation for this surprising phenomenon, we found that in the presence of high risk, project managers significantly improve their project plans. Hence, in high-risk projects, better project plans improve all four dimensions of project success: schedule overrun, cost overrun, technical performance and customer satisfaction. However, in low-risk projects, better project plans did not contribute to reducing schedule or cost overruns. In other words, while endless risk management tools are developed, we found that improving the project plan is a more effective managerial tool in dealing with high-risk projects. Finally, the paper presents the most common planning tools currently being used in high-risk projects

The balanced scorecard logic in the management control and reporting of small business company networks: a case study

The purpose of this paper is to assess and integrate the application of the balance scorecard (BSC) logic into business networks identifying functions and use that such performance measuring tool may undertake for SME’s collaborative development. Thus, the paper analyses a successful case study regarding an Italian network of small companies, evaluating how the multidimensional perspective of BSC can support strategic and operational network management as well as communication of financial and extra financial performance to stakeholders. The study consists of a qualitative method, proposing the application of BSC model for business networks from international literature. Several meetings and interviews as well as triangulation with primary and secondary documents have been conducted. The case study allows to recognize how BSC network logic can play a fundamental role on defining network mission, supporting management control as well as measuring and reporting the intangible assets formation along the network development lifecycle. This is the first time application of a BSC integrated framework for business networks composed of SMEs. The case study demonstrates operational value of BSC for SME’s collaborative development and success

Reducing the delivery lead time in a food distribution SME through the implementation of six sigma methodology

Purpose – Six sigma is a systematic data driven approach to reduce the defect and improve the quality in any type of business. The purpose of this paper is to present the findings from the application of six sigma in a food service “small to medium sized enterprise” (SME) in a lean environment to reduce the waste in this field. Design/methodology/approach – A simplified version of six sigma is adopted through the application of appropriate statistical tools in order to focus on customer's requirements to identify the defect, the cause of the defect and improve the delivery process by implementing the optimum solution. Findings – The result suggests that modification in layout utilization reduced the number of causes of defect by 40 percent resulting in jumping from 1.44 sigma level to 2.09 Sigma level which is substantial improvement in SME. Research limitations/implications – Simplicity of six sigma is important to enabling any SME to identify the problem and minimize its cause through a systematic approach. Practical implications – Integrating of supply chain objectives with any quality initiatives such as lean and six sigma has a substantial effect on achieving to the targets. Originality/value – This paper represents a potential area in which six sigma methodology along side the lean management can promote supply chain management objectives for a food distribution SME

A Framework proposal for monitoring and evaluating training in ERP implementation project

During the last years some researchers have studied the topic of critical success factors in ERP implementations, out of which 'training' is cited as one of the most ones. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects.Postprint (published version

“You’re Nobody ‘til Somebody Loves You”: The Use of Job Search for Bargaining Leverage

The purpose of this research is to investigate a previously overlooked yet important objective for an employee engaging in job search – seeking alternative employment to obtain leverage against the current employer. We focus specifically on how employees conduct job search to obtain leverage, and then turn to the question of what motivates employees to adopt this objective. Using a sample of high-level managers, our results indicate the leverage-seeking job search predicts both preparatory and active search beyond the more traditional reason for engaging in job search (i.e., to change jobs). However, as expected, leverage-seeking search was a weaker predictor of the job search processes compared to searching to leave and was not significantly related to job satisfaction. Hierarchical level, perceived alternatives, financial independence, and the meaning attached to money significantly predicted leverage-seeking search, while compensation level, equity, and career plateau showed little effect. Implications for practice and future research on job search and employee retention more generally are discussed

Performance measurement in the service business: the facilities management function

The nature of performance measurement has changed over the past few decades. Generally performance measurement indicates successful management in the fulfilment of organisation goals. In service businesses measuring customer satisfaction and service quality has become an industry standard and as FM is becomes more widely recognised as a component in the business value chain and corporate strategic objectives, the adoption of performance indicators that relate directly to the core business driver is key to success. This paper examines the state of knowledge of performance measurement in a facilities management context, expounds and reveals the role that performance measurement plays in the overall efficiency of the FM service function in relation to service business operation. The paper suggests that a fully developed performance measurement solution can deliver as a business tool whilst acting as a driver in the innovation process of service organisation