Apresentao do PowerPoint
7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Aquilino Felizardo Consultant in Management Phd Student at
University of vora (Portugal) and Member of CEFAGE-U Elisabete
Gomes Santana Flix Assistant Professor of the University of vora
(Portugal) and Researcher of CEFAGE-UJoo Pedro C. Fernandes Thomaz
Associate Professor of the ISLA-Leiria and Researcher of CEG-IST
(Lisbon, Portugal) and GP2/CIn/UFPE (Recife-PE, Brazil) Felizardo,
A. / Flix, E. / Thomaz, J.1ORGANIZATIONAL PERFORMANCE MEASUREMENT
AND EVALUATION SYSTEMS IN SMEs: THE CASE OF THE TRANSFORMING
INDUSTRY IN PORTUGAL
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.2CONTENTS
IntroductionMethodologyResultsConclusionsReferences
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.3INTRODUCTIONThe
measurement results plays an important role in the performance
management of an organization. Today, organizations live in a
context of competitiveness and market developments. They must be
more prepared to react to the challenges they have to face that
threaten their survival. It is necessary to them take strategies
and behaviors that benefit and revitalize their results, forcing
them to measure their performance in order to contribute to its
stability (Gabcanova, 2012).
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.4INTRODUCTION
ModelAuthors, YearThe Performance Measurement MatrixKeegan et
al., 1989Results and Determinants FrameworkFitzgerald et al.,
1991The Performance Pyramid System Lynch and Cross, 1991Balanced
ScorecardKaplan and Norton, 1992Integrated Performance Measurement
Systems Bititci et al., 1998European Foundation for Quality
ManagementEFQM, 1999The Performance PrismNeely et al., 2002
These models have the concern of "what to measure" and "how to
structure" a measurement and evaluation system of organizational
performance (Hudson et al., 2001; Neely, 2004; Bourne et al., 2005;
Nudurupati, 2011). The Balanced Scorecard model (BSC) is the most
cite.Measurement and Evaluation of Organizational Performance
Models
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.5INTRODUCTION
PERFORMANCE MANAGEMENTRESULTS OF THE MEASUREMENTinformation on
the effective and efficient way of how the organization manages its
resources HOW TO MEASURE?WHAT TO MEASURE?
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.6INTRODUCTIONThis
study:Central question - what to measure and how to measure:Focuses
on small and medium enterprises (SMEs) in the manufacturing sector
activities in Portugal;Aims to be a contribution to a better
understanding of how these companies measure and evaluate their
performance. Objectives: to identify the most approaches discussed
in the literature to evaluate the performance of organizations; to
determine whether small and medium sized companies in the
manufacturing activities sector, in Portugal, measure their
performance; how these companies operationalize that
measurement.
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.7METHODOLOGY
related to the topic that respond to the objective of the
present studyto assess whether organizations have a strategy,
formalized and communicated by the organization; to determine if
and how these organizations undertake the measurement and
evaluation of their performance; to assess whether the respondents
have knowledge about measurement models covered in this study and
identify whether any of them is used or, possibly, another model;
to collect data to make a characterization of the respondents and
organizations. analysis of published studies in scientific
journalssemi-structured interviews
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.8METHODOLOGY
To select the sample74 organizations were invited (SME);13
accepted to participate;1 was invalidated.
The sample consists of 12 organizations
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.9RESULTSGeneral
characteristics of the sample Industry type, location, number of
employees and volume of turnover (n = 12)
OrganizationIndustrial activityN of employesVol. billing
(million/)AFood170,8BMolds20020CThermoplastics1309DWoods8912EMetallurgical332,7FMortars272,1GMortars411,3HFood320,7IThermoplastics783,7JPrefabricated411,2LCarton
packaging683,2MFood242,9
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.10RESULTS
AgeFunctionN years in functionLevel of education28Managing
Partner3Secondary school / level42Administrator /
CFO1MBA53CEO12Phd48HR Director 24Master55General Diretor
27Secondary school / level54Managing Partner12Secondary school /
level38Manager9Graduation58Managing Partner18Elementary, middle
school / level45Administrador / Marketing9Graduation63Managing
Partner23Elementary, middle school /
level58CEO14Graduation57Managing Partner23Elementary, middle school
/ level
Characterization of respondents
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.11RESULTS
Do you have an idea (vision) of how your business will be in the
next five years?NO = 25% YES = 75%
Who in your organization is aware of this idea (vision)?
Only 33% have stated their vision (statement, goals and
planning) described and formalized in an internal document.
Only the partners / shareholders33%Partners / shareholders and
employees 1st line33%Partners / shareholders and all employees22%No
one11%
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.12RESULTS
# of Key indicators used
OrganizationFinancialsProductionMarkt/salesHuman
ResourcesOthersTotalA321006B4330010C3434014D2234213E111003F111003G231208H222006I4232013J322108L5344016M323008
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.13RESULTS
Models identified by respondents
OrganizationPMMRDFPPSBSCCPMSIPMSBEMPPOthers(s)YesANoNoNoNoNoNoNoNoNo0BYesYesYesYesYesYesYesYesNo8CNoNoNoYesNoNoNoYesNo2DYesYesYesYesNoNoYesNoNo5ENoNoNoYesNoNoNoNoNo1FNoNoNoNoNoNoNoNoNo0GNoNoNoYesNoNoNoNoNo1HNoNoNoNoNoNoNoNoNo0INoNoNoYesNoNoYesNoNo2JNoNoNoNoNoNoNoNoNo0LNoNoNoYesNoNoNoNoNo1MNoNoNoNoNoNoNoNoNo0222711320
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.14RESULTS
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.15CONCLUSIONS The
measurement results plays an important role in the performance
management of an organization; Most of the organizations, apart
from not having a formal process of its strategy, the sharing of
their strategic intent is very low; There are few organizations
that have systematic processes for obtaining elements that allow
them to evaluate the results in accordance with their strategic
objectives; It also appears that the number of used indicators is
very low in all functional areas, being the area of human resources
the one that has a very small number; That there is a significant
lack of managers on a theoretical level for the performance
measurement area.
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.16Research limitations and
implicationsResearch limitations and implications The reduced
number of data obtained and the insufficient knowledge of the
interviewed about the performance measurement and evaluation limit
the range and depth of the theme exploration.
Practical implications The indicators to measure and evaluate
the performance are used without a clear comprehension about what
and how to measure and, consequently, what to improve, it is
therefore an opportunity to comprehend how the results limit the
optimization of the most important facts related to competitiveness
and success.
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz,
J.17Originality/valueOriginality/value The global organizational
performance evaluation as a whole and its practical implementation
is a field of studies that is poorly investigated in Portugal.
There is no study about how SMEs from the transforming industry
activities sector in Portugal measure and evaluate their
performance, which does not allow the comparison with other similar
studies even from other countries. This study contributes to a
major comprehension about the advantages of using a system of
organizational performance measurement and evaluation of the SMEs
as a factor of incrementing its competitiveness.
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7th International Research Meeting in Business and
Management11-12 Jul 2016 Nice(France)
Felizardo, A. / Flix, E. / Thomaz, J.18
Aquilino Felizardo [email protected]
Elisabete Gomes Santana Flix [email protected]
Joo Pedro C. Fernandes Thomaz [email protected]
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