Guidelines for Implementing Guidelines for Implementing Innovation Excellence Innovation Excellence Framework Framework in Universities in Universities By Dr. Mohd Rashid bin Ab Hamid Dr. Mohd Rashid bin Ab Hamid Universiti Malaysia Pahang (UMP) Universiti Malaysia Pahang (UMP)
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Guidelines for Implementing Innovation Excellence Framework in Universities By Dr. Mohd Rashid bin Ab Hamid Universiti Malaysia Pahang (UMP)
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Guidelines for Implementing Guidelines for Implementing Innovation Excellence Framework Innovation Excellence Framework
in Universitiesin Universities
Guidelines for Implementing Guidelines for Implementing Innovation Excellence Framework Innovation Excellence Framework
in Universitiesin Universities
ByDr. Mohd Rashid bin Ab HamidDr. Mohd Rashid bin Ab Hamid
Universiti Malaysia Pahang (UMP)Universiti Malaysia Pahang (UMP)
Achieving Innovation Excellence Framewok through the Performance Measurement System
Historically, performance measurement has meant measuring tangible things …
(such as return on investment (ROI), cash flow, increase in revenue and profit)
In recent years, attention and focus have shifted toward measuring intangibles
(such as quality, customer satisfaction, and safety) In light of this transition, researchers began investigating
ways of incorporating both financial and non financial performance in an effort to achieve innovation well-being
The Value-Based Total The Value-Based Total Performance Excellence Model Performance Excellence Model
(VBTPEM)(VBTPEM)
• VBTPEM provides a holistic and comprehensive framework to assess the performance of organisations that incorporates universal (corporate) – core values in the performance measures
• The guidelines are based on the Value-based Total Performance Excellence framework that incorporates a well-defined set of organizational core values in each of the performance criteria.
OUTLINES
1. Why we need (core) values now?
2. Innovation Excellence Model – The Framework (IEF)
i. The Conceptual Framework - Causal Relationships
ii. SEM: Measurement & Structural Models
iii. PLS-based SEM
3. An Illustration of IEF application
- Data & Results
WHY WE NEED (CORE) VALUES NOW?
1. Core element in Strategic Management System
2. Rhetoric-Reality Gap – confuse aspired behavior with actual behavior
3. Values-related events leading to the collapse of giant organisations and Disclosures of malpractices in public organisations – as reported by Auditor General Report
In Audit General Report:
• Dishonesty in spending/claims by public servants
• Corruption & Abuse of power by heads of departments
• Lack of urgency by public servants in making decision, resulting in delays in many service deliveries
• The collapse of leading corporations
(e.g., Enron 2001, Northern Rock 2007, Lehman Brothers 2008, Bernard Madoff)
Global Scenario Public Organisations
• Lack of financial accountability
• Lack of transparency in corporate governance• Greed & Manipulation of Trust
Values-related Crisis – PAST & CURRENT ‘Events’
These past & current ‘events’ – as strong reminders for organisations about the importance of ‘core values’ as the ‘guiding principles’
1. To measure ‘subjective’ core values in most accurate manner – use indicators or proxies
2. To ‘operationalise’ core values as the driving force in the pursuit of performance excellence - make ‘visibility’ of values-related strategies and actions as a formal agenda
3. Existing BEMs such as Malcom Baldrige and EFQM do not address core values in explicit manner, i.e., do not use
core values as an independent assessment dimension
So we propose the Values-based Total Performance Excellence Model (VBTPEM) as a framework for values-centric BEM by addressing core values explicitly in defining/formulating indicators for measuring relevant performance constructs/dimension/criteria.
The Challenges
copyright ADMACS/IKIM
The Value-Based Total Performance The Value-Based Total Performance Excellence Model - FrameworkExcellence Model - Framework
copyright ADMACS/IKIM
Examples of the (Core) Values from successful companies
• A belief in the important of people as individuals and people are treated with respect (e.g., Citibank)
• A belief that most members of the organisation should be innovators and a corresponding willingness to support failure (e.g., Hewlett Packard)
• A belief in the importance of the details of execution, the nuts and bolts of doing the job well ( e.g., Pepsi Cola)
• A belief in superior quality and service (e.g., Proctor & Gamble)
0 1 2 3 4 5 6 7 8 9 10Rating ScaleDegree of ‘Visibility’ of Almost not Visible Somewhat Visible Fairly VisibleFairly Visible Most VisibleMost Visible
How do we Measure Values?How do we Measure Values?
Example: To measure ‘Committed’ LeadershipWhat’s your rating for the ‘commitment’ of leadership based on how visible (rarely/occasionally/ often) the leadership is seen with subordinates discussing and encouraging them to work towards achieving organizational goals
Example: To measure ‘Committed’ LeadershipWhat’s your rating for the ‘commitment’ of leadership based on how visible (rarely/occasionally/ often) the leadership is seen with subordinates discussing and encouraging them to work towards achieving organizational goals
THE BENEFITS OF CREATING A VALUES-BASED WORKPLACE
• Higher employee productivity, engagement and creativity
• Lower attrition rate
• Lower absenteeism and lower health-related expenses
• Better teamwork
• Loyal customers who are delighted by your energized employees
• Organisations can gain a reputation as great (most admired) places to work.
REFERENCESBOOKS & MONOGRAPH
•Mokhtar Abdullah, Nooreha Husain, Nik Mustapha Nik Hassan and Mazilan Musa (2003). Value-Based Total Performance Excellence Model: Baseline Assessment Criteria Guidelines for Organisations, Institute of Islamic Understanding Malaysia (IKIM), p. 92.
•Mokhtar Abdullah, Nooreha Husain, Nik Mustapha Nik Hassan and Mazilan Musa (2003). Essays on ISLAMIC MANAGEMENT & ORGANISATIONAL PERFORMANCE MEASUREMENTS, Institute of Islamic Understanding Malaysia (IKIM), p. 165.
1. Mokhtar Abdullah, Mohd Rashid Ab Hamid, Zainol Mustafa, Nur Riza Mohd Suradi, Fazli Idris, (2012). Value-based Total Performance Excellence Measurement (VBTPEM): A Conceptual Framework for Organisations, Total Quality Management and Business Excellence, DOI:10.1080/14783363.2011.637786 (ISI INDEXED ;IMPACT FACTOR 0.387)
2. Hamid, M. R. Ab. Mustafa Z., Idris F., Abdullah M., Suradi N. R. M. & Ismail W. R. (2012). Value-Based Performance Excellence Measurement for Higher Education Institution: Instrument Validation, accepted for publication in Quality & Quantity International Journal of Methodology, (ISI INDEXED; IMPACT FACTOR 0.688)
copyright ADMACS/IKIM
Methodology
0 1 2 3 4 5 6 7 8 9 10
Interpretation of scale measurement (scale 0 to 10)
Rating of ‘Visibility’Rating of ‘Visibility’
Not Visible Somewhat Visible Visible Most Visible
Index Scoring & Grading
SCALE : 0 - 100
Excellence 81 – 100
Good 61 – 80
Moderate 41 – 60
Poor 0 – 40
The scores for all the corresponding items in the questionnaires are then transformed into the Performance
Index which has a scale of 0 to 100. This performance index can lead to organizations becoming focused on reaching a particular number, to the
extent of specifying a precise numeric target for the organization to achieve. The four categories used
to describe the levels of performance excellence are as
shown:
ConclusionConclusion
IEF- A systematic way of identifying the strengths of the innovation capabilities
in the universities and improvement opportunities while at the same time