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GROUP 3: AZZAH HANIM SUHAIRI MYRNA MAWAR WULAN ZAINURAIN ZAINAL ABIDIN LECTURER: DR.

SANAA ABD AL-KARIM

MR111022 MR 111120 MR 111049

Introduction

Problem Statements And Objective Literature Review


Methodology Discussion Conclusion and Recommendations

The company group, UEM Land fully-owned subsidiary of Khazanah Nasional Bhd

An investment of the Malaysia Government.

The four core business:

Good reputation : One of the countrys leading engineering

1966: Started as United Engineers (Malaysia) Bhd

1. Township and Property Development 2. Engineering and Construction 3. Asset and Facility Management 4. Expressways

Current project: Undertaking the development of Nusajaya which is located in Johor; one of the five flagship zones of Iskandar Malaysia

Cascading the scorecards enables a degree of transparency into organizational performance


Issue: In UEM Land, the HODs did not cascade their departmental KPI accordingly to the staff.

At the individual level, the scorecard ought to impose the similar control concerning presentation as do higher level scorecards.

As a result, the staffs outcome would not give an expected impact to the departmental score

To find out the usage and its effectiveness of PMS system in the company, UEM Land

To elaborate the relation of its system to the companys goals in terms of cascading the scorecards to its employees

To enhance the companys performance

An urgencies to change and to convert the conventional management tools to new advance system (Kaplan & Norton, 1992) New advance system: Performance Management System (PMS) Projected to provide relevant information, be timely and specific. System to plan, make decision and control the activities within the organization (Alwi, 2009)

To better manage the performance of organizations.

The

purpose of this section is to describe the research design and the method of data collection.
get better understanding on this topic, we had decided to make interview session with the UEM Land staff.

To

Our approach:

MR. H

4 Wives

When is UEM Land Performance Review?

Why PMS? Linkage of other HR matters.

What is our goal? Cascaded from the upper management

Where does the strategic & operational outputs constitute to company objectives?

How is the effect of improper cascading towards the UEM Land performance?

Communication

A continuous interaction between higher level and lower level staff is very important.
No acceptable flaws during cascading the scorecard so that each and everyone in the organizations understand and align with the company to achieve its goals. In ensuring the good system continues in UEML, it requires full commitment and discipline from everyone from every level in the organizations.

Information Distribution

Commitment

SMART Guidelines
SPECIFIC
The objectives need to clearly worded, understandable and explicit. An objective that is too general for example may require more action steps than are effective.

MEASURABLE
Defines how it will be monitored or tracked and measured; progress of results or actions can be gauged in a more objective manner.

SMART Guidelines
ATTAINABLE Objectives that are unattainable in a reasonable amount of time might cause much frustration and efforts expended could be wasteful. REALISTIC The objectives should also be relevant so as to relate directly to the organizations vision and strategy considering the resources needed and constraints if any. TIME-BASED The staff should also be able to track progress of actions, targets and results against specified timeframes during the PMS cycle.

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