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Introduction
The company group, UEM Land fully-owned subsidiary of Khazanah Nasional 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
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
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)
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
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.