Performance Appraisal In Entrepreneurial University
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Apr 29, 2017
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performance appraisal, management control, entrepreneurial university
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G Waney
W.E.D. Radianto
Abstract
Performance appraisal is one of the management control mechanisms that aim to ensure the behavior of the members of the organization led to the goals set earlier. This study aims to explore in depth how the professors interpret the performance appraisal applied in the entrepreneurial university. The qualitative research method with a single strategy case study was used in this study. Data collection methods were employed such as in-depth interviews, participant observation, and documentation. The performance appraisal was a tool to judge performance, support the strategy, control the faculty, improve the quality, and motivate the faculty. The study found the key to successful implementation of performance appraisal included the leadership commitment, participation of members of the organization, and dissemination that systematic and sustained.
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Waney, G., & Radianto, W. (2017). Performance Appraisal In Entrepreneurial University. Review of Management and Entrepreneurship, 1(1), 1–14. https://doi.org/10.37715/rme.v1i1.375
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This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Usman, B. (2016). Influence of Organizational Culture Against Employee Performance At Cv. Syabia Media Palembang. Journal of Media Economics Forum, Vol. 13(2), 56-67.
Weistein, L., Paul, R., &Williams, S. (2007). Use of Baldrige Assessment Techniques in Strategic Planning and Assessment for Arts Administration in Higher Education, International Journal of Arts Management,Vol.9, no.3, pp.34-93
Winston, G.C. (1999). Subsidies, Hierarchy and Peers: The Awkward Economics of Higher Education. The Journal of Economic Perspectives, vol. 13, no. 1, pp. 13-36
Antara. (2009).Kopertis closed 30 prosenprodi PTS Se-Sulawesi, 19 Oktober 2009
Anthony, R.N. & Govindarajan, V. (2007). Management Control System 12th, New York: McGraw-Hill
Anthony, R.N. & Young, D.W. (2003). Management Control in Nonprotif Organization 7th, New York: McGraw-Hill
Appelbaum, S.H., &Shapiro, B.T. (1992). Pay for Performance: Implementation of Individual and Group Plan. Management Decision, vol. 30, no. 6, pp. 86-91
Bobe, B.J., & Taylor, D.W. (2010). Use of management control systems in university faculties: evidence of diagnostic versus interactive approaches by the upper echelons. The Sixth Asia Pacific Interdisciplinary Research in Accounting Conference, Sydney, July 2010.
Chow, C., Shields, M.D., &Chan, Y. (1991). The Effects of Management Controls and National Culture on Manufacturing Performance: An Experimental Investigation. Accounting, Organizations and Society. Vol 6, Pp. 209-226
Direktorat Jendral Pendidikan Tinggi. (2009). Perspective Universities in Indonesia in 2009, Accessed on 14 Mei 2013from www.unud.ac.id
Guruprasad, M., Sridhar, R., & Balasubramanian, S. (2016). Fuzzy logic as a tool for evaluation of performance appraisal of faculty in higher education institutions. SHSWeb of Conferences, Vol. 26: EDP Sciences.
Hanna, D.E. (1998). Higher Education in an Era of Digital Competition: Emerging Organizational Models. JALN, vol. 2, issue 1, pp: 66-95.
Hayes, R &Abernathy, W. (1980). Managing Our Way to Economic Decline. Harvard Business Review, Pp. 67-77
Hidayat, F. (2013). College Have Field Service 12 Mei 2013.May 14, 2013 downloaded from www.dikti.go.id
Ho, W., Dey, P.K., &Higosn, H.E. (2006). Multiple Criteria Decision Making Techniques in Higher Education. International Journal of Educational Management, Vol. 20, no. 5, pp. 319-337
Ismail, I. (2017). Influence of Organizational Culture and Leadership Against Employee Performance-District District Government In MaduraEquity. Journal of Economics and Finance, 12(1), 18-36.
Jarvenpaa, M., &Lansiluoto, A. (2011).Linkages Between the Elements of Management Control Systems in A non-profit Organization, paper from SSRN.
Johnson, T & Kaplan, R. (1987). Relevance Lost: The Rise and Fall of Management Accounting. Boston Harvard Business School Press.
Kaplan & Norton (2004). The Strategy Map. Harvard Business School Press, Boston, MA
Kaplan & Norton. (2001). The Strategy-focused Organization, Harvard Business School Press, Boston, MA
Kaplan, R. (1983). Measuring Manufacturing Performance: A New Challenge for Management Accounting Research. The Accounting Review, pp. 686-705
Kaplan, R. (1984). Yesterday’s Accounting Undermines Production. Harvard Business Review, pp. 95-101
Kemendiknas. (2010).Table Overview PerguruanTinggi, According downloaded Status May 14, 2013 from www.psp.kemdiknas.go.id
Latib, L., Fathoni, A., & Minarsih, M. M. (2016). Influence of Organizational Culture, Leadership and Motivation on Organizational Commitment and Employee Performance (Study Employee Semarang City Market Agency). Journal of Management Studies, Vol.2 (2).
Mahsun, M. (2006).Public Sector Performance Measurement. Publisher BPFE Faculty of Economics UGM.
Malmi, T. & Brown, D.A. (2008). Management control systems as a package—Opportunities, challenges and research directions. Management Accounting Research, Vol. 19, Iss. 4, pp. 287-300.
Marginson, D.E.W. (2002). Management control systems and their effects on strategy formation at middle-management levels: evidence from a U.K. organization. Strategic Management Journal, Vol.23(11). pp. 1019-1031.
Marginson, S. (2004). Competition and Markets in Higher Education: a ‘Glocanal’ Analysis. Policy Futures in Education, vol. 2, no. 2, pp. 175-244
Merchant, K.A., & Stede, W.A.V. (2003).Management Control Systems: Performance Measurement, Evaluation, and Incentives. Prentice Hall
Merchant,S.(2007). Management Control Systems: Performance Measurement, Evaluation, and Incentives. 2nd edition. Prentice Hall.
Mustofa, B. U. (2016). Effect of Competence, Participative Leadership Style and Culture Organization on Employee Performance Pt. Segara Surya Surabaya. Journal of Management Sciences (Jim), Vol. 4(4).
Schofer, E., &Meyer, J.W. (2005). The Worldwide Expansion of Higher Education in the Twentieth Century. American Sociological Review, vol. 70, no. 6, pp. 898-920
Simons, R. (1987). Accounting Control Systems and Business Strategy: En Empirical Analysis. Accounting, Organization and Society, Vol. 12, No. 4, pp. 357-374
Simons, R. (1990). The Role of Management Control Systems in Creating Competitive Advantage: New Perspective. Accounting, Organization and Society, Vol. 15, No. 1/2, pp. 127-143
Simons, R. (1994). How new Top Manager Use Control Systems as Levers of Strategic Renewal. Strategic Management Journal, Vol. 15, No. 3, pp. 169-189.
Simons, R. (1995).Levers of Control, Boston: Harvard Business School Press
Sutrisno, H. E. (2017). Influence of Organizational Culture, Job Stress and Commitment on Employee Performance Cv. Stars Karya Putra In Surabaya.Journal of Economics and Finance), Vol. 14(4), 460-477
Usman, B. (2016). Influence of Organizational Culture Against Employee Performance At Cv. Syabia Media Palembang. Journal of Media Economics Forum, Vol. 13(2), 56-67.
Weistein, L., Paul, R., &Williams, S. (2007). Use of Baldrige Assessment Techniques in Strategic Planning and Assessment for Arts Administration in Higher Education, International Journal of Arts Management,Vol.9, no.3, pp.34-93
Winston, G.C. (1999). Subsidies, Hierarchy and Peers: The Awkward Economics of Higher Education. The Journal of Economic Perspectives, vol. 13, no. 1, pp. 13-36