The influence of comprehensive performance measurement system (CPMS) towards managers’ role ambiguity

Comprehensive PMS (CPMS) has been widely used for decision facilitating and decision influencing purposes.Role theory suggests that CPMS information is useful for enhancing role expectation and motivation.Prior research shows inconsistent findings and research that examines behavioural consequences of CPMS informational characteristics is still lacking.This research examines how CPMS may influence managers’ role ambiguity.The data were collected from 120 business unit managers of manufacturing firms listed in the Federation of Malaysian Manufacturers (FMM) 2011 Directory.Consistent with prior literature, findings indicate that CPMS informational characteristics would reduce managers’ role ambiguity

Motivated Strategies for Learning Questionnaire (MSLQ) : an empirical analysis of the value and expectancy theory / Wee Shu Hui, Maz Ainy Abdul Azis and Zarinah Abdul Rasit

One of the purposes of this study is to find the motivated behaviour of Accounting students towards their studies. This study was conducted on UiTM students studying accounting either as a course or as part of another course in Shah Alam. Self-efficacy, the expectancy component of motivation, refers to the confidence of the students 'own capabilities in performing a task. In contrast, the value component, task value relates to the reasons for doing the task. The results indicate that self- regulated learning is inspired by selfefficacy and task value. Students need the skill and knowledge and the will to use them to become self-regulated learners

Leadership performance in primary schools in Malaysia

Key Performance Indicators (KPI) is a tool used to measure performance. In Malaysia, the mission of the Ministry of Education is to develop a world-class quality education system which will realize the full potential of individuals and fulfill the aspiration of the Malaysian nation. In line with the aspiration, all Malaysian schools have to do their self-evaluation using Malaysian Education Quality Standards (SKPM) as the benchmarking instrument. No KPI has been developed and the purpose of the study is to develop a Key Performance Indicators (KPI) for schools in Malaysia which will help the Ministry in assessing and monitoring the schools’ performance, focusing on leadership performance. Surveys and interviews were done on 70 urban government’s Grade A primary schools in Selangor, Malaysia using stratified random sampling. The result showed that the overall average score in leadership performance for the schools range from 86.57% to 56.03%. Eleven schools score more than 80%. Leadership was measured using four dimensions specifically, ‘vision and values’, ‘communication and organizational performance’, ‘governance and social responsibilities’ and ‘ethical behaviour’. Average score for Governance and social responsibility is the highest compared to other sub-dimensions. This index is a generic innovative tool and the first of its kind in Malaysia. It is about providing transparency of the education system both within the school and in the Ministry as a whole. It can be further develop to address various criteria and needs of Malaysian education system and the region. It is not a long time for it to become the core of emerging method of managing education

Covid-19 and hotel performance of hotel industry in Malaysia: its effects and strategic renewal

This research seeks to examine the effect of Covid-19 on hotel performance and strategic renewal of the hospitality management industry in Malaysia. 60 useable responses were successfully gathered through a questionnaire survey method distributed to managers of 77 hotels in Penang and Langkawi islands, members of the Malaysian Association of Hotels (MAH). The research findings reveal that the pandemic has significantly affected the hotel industry's performance and operations. Hotel performance was affected significantly, whereby almost 90% of the respondents experienced significant declines in room occupancy rate, pricing, and total revenue. In addition, 80% of the respondents faced a significant decrease in profit margin, leading to a significantly reduced market share. Strategic renewal initiatives focussing on maintenances practices include extensive cash collections monitoring, switching to better financing solutions, contract terms renegotiation, identifying flexible financing terms, cash management revision, and implementing prudent cost management. The research focuses explicitly on Penang and Langkawi islands, the two well-known tourist attraction islands in Malaysia. The survey method employed may have limitations in providing extensive findings as most hotel operations are significantly affected by the pandemic. Findings would contribute to determining effective renewal initiatives to enhance hotel industry performance in Malaysia

Comprehensive performance measurement system and job performance : influence of role stress, organisational commitment and locus of control / Zarinah Abdul Rasit

Prior research has highlighted the limitations of traditional management control and performance measurement systems (PMS) whereby the systems were claimed to be inadequate for today’s business environment. The shortcomings of traditional PMS have led to the use of more comprehensive PMS. Extant research indicates Comprehensive Performance Measurement System (CPMS) is widely used in organisations for decision facilitating and influencing purposes. Empirical evidences also show that the number of companies adopting multiple PMS (i.e. Balanced Scorecard) for performance measurement and evaluation is increasing. However, recent research provides inconsistent findings on the relationship between the use of CPMS and performance. These findings imply that CPMS may not necessarily lead to better performance, as the effectiveness of CPMS could be subjected to the limitation in the manager’s cognitive abilities. In particular, the research in the context of evaluative judgement implies that there are drawbacks from CPMS as there are limitations in the manager’s cognitive abilities. Information could be overloaded due to variations or too many measures used in a CPMS. Review of the literature suggests that research that examines behavioural consequences of the informational characteristics of CPMS is lacking suggesting there may be an indirect relationship between CPMS and performance. Drawing from this gap in the literature, using cognitive motivational theory, this research examines whether the link between CPMS and job performance is influenced by role stress, organisational commitment and locus of control. This research will also contribute to provide further understanding of the effect of MAS, in the context of PMS on individual performance. Specifically, this research proposes that CPMS may affect job performance via mediating variables of role stress (role ambiguity and role conflict) and organisation commitment (affective commitment). Based on the social learning theory, this research also predicts that a manager’s personality of traits, locus of control (internal and external manager) influences the relationship between the decision-facilitating role of CPMS and job performance. Data were collected using questionnaire survey and interviews. The sample comprised business unit (BU) managers of manufacturing companies, members of the Federation of Malaysian Manufacturer (FMM). Based on useable survey responses of 120 business unit managers, the results show the role ambiguity (role stress dimension) and organisational commitment mediate the relationship between CPMS and job performance. However, there is no evidence on the mediation effect of role conflict in the relationship. This implies CPMS will enhance job performance through the presence of high level of organisational commitment and lower role ambiguity. The moderation effect of locus of control is only identified in the relationship between CPMS and role ambiguity. However, no support was found for the moderating effects of locus of control in each relation between CPMS and organisational commitment, role conflict and job performance. Finding implies manager’s locus of control personality influence the use of PMS information and behaviour. Particularly, internal managers who perceive that they are in control of their performance will have higher motivation, thus would perform better than external manager. The interview results provide further insights and support for the survey findings. Role ambiguity and organisational commitment play important role in the use of CPMS to improve job performance. There is evidence indicating managers’ locus of control personality influence the use of CPMS and managers’ behaviour

Relative Comprehensiveness of Performance Measurement System: Organisational Ownership Structure and Size

Change in the business environment has resulted in significant implication in the use of Management Control System (MCS) particularly Performance Measurement System (PMS). Strategic Performance Measurement System (SPMS) has been widely used by organisation to monitor the implementation, achievement and improvement of its plan objectives. Considerable prior research identified inconsistent findings in the relationship between PMS and organisational performance. In view of the fact that organisational culture would significantly being influenced by ownership structure, this research will further explore the comprehensiveness of PMS, the extent to which the systems provide information and integration with strategy and value chain, with different ownership structure. Data were gathered in two (2) phases; firstly, using the survey data administered to the 120 strategic business unit (SBU) managers of the manufacturing companies, members of the Federation of Malaysian Manufacturers (FMM). The second phase involves conducting semi-structured interviews with SBU managers of the 10 companies with foreign and local ownership structure. Findings from the research identified that more comprehensive PMS is being implemented by foreign owned companies rather than local own companies. The size of the companies may also influence the PMS comprehensiveness. The PMS implementation was also found to be influenced by the parent companies. Adequate information technology (IT) plays an important role for effective use of the PMS, provide added supports for performance assessment, communication and exchange of information within the organisation and inter-organisations worldwide. Findings provide significant insights into the organisational factors influence the PMS design. © Sciedu Press