A Gestão da Informação no Processo de Avaliação da Capes Associada ao Assessoramento Secretarial

Snoeijer, Enio; Moreira, Katia Denise; Rodrigues, Luci Mari Aparecida; Martins, Cibele Barsalini

doi:10.26668/businessreview/2021.v6i1.118

Cited by 2 publications

(2 citation statements)

References 13 publications

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“…c). Brief transmission of knowledge by people who are not experts will not give maximum results (Febriantoro, 2018;Snoeijer et al, 2021). The number of Civil Servants of the Samarinda City Government who were given study assignments in the last three years was 83 people, each in 2020 was 27 people, in 2021 there were 31 people and in 2022 there were 25 people at both bachelor, magister and doctor levels.…”

Section: Resultsmentioning

confidence: 99%

Strategy to Increase the Capability of Civil Servant (ASN) Resources

Kusuma¹,

Rande²,

Indarto³

2023

J. Professional Business Review

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Purpose: This study aims to decide the strategy of the Samarinda City Government in improving the capabilities of its apparatus. The methods and efforts they choose are certainly inseparable from the characteristics and capabilities as well as the social and political context in Samarinda City. Theoretical framework: The Civil Servant (ASN) is the crucial point and key factor that decides the success or failure of governance and the implementation of national development. The smooth administration of government and the implementation of national development are largely determined by the quality of the resources of the apparatus. Design/methodology/approach: This research uses a type of mixed method. The source of data in this study is the regional personnel agency for secondary data and the primary data comes from interviews with key informants and informants in this case are the Head of BKPSDM (Human Resources Development and Personnel Agency) of Samarinda City and officials related to civil servant. Furthermore, this research will also use the analytic comparison analysis method, which is a method that contrasts theory with other explanations of concrete conditions in a more specific social context Findings: Education and training are conducted according to applicable regulations with all budget constraints so that the in-house training strategy is an alternative to the implementation of training even though the results have not been maximized. Cost leadership strategy through increasing the budget for ability and capability improvement is a strategy that is expected to accelerate the increase in apparatus ability. Research, Practical & Social implications: To increase the capability of Civil Servants more intensively, it is necessary to increase the appropriate Education and Training budget according to the skill needs of each work unit. Originality/value: The researcher adds that integrity is an implementation of the in-house training strategy.

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Section: Resultsmentioning

confidence: 99%

Strategy to Increase the Capability of Civil Servant (ASN) Resources

Kusuma¹,

Rande²,

Indarto³

2023

J. Professional Business Review

View full text Add to dashboard Cite

show abstract

“…to the achievement of a sustainable competitive advantage and organizational effectiveness(Snoeijer et al, 2021).Historically, conceptions of organizational success have focused on the final product (goal model). Then, they looked at the factors that contribute to effectiveness, such as the…”

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confidence: 99%

Mckinsey Model and Management Accounting Systems Requirements to Measure and Analyze Performance in Sample of Emerging Companies

Al-Tamimi

2023

J. Professional Business Review

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Purpose: The purpose of this study is to evaluate BALY as a startup (emerging) company in the Iraq’s market as an emerging company by the McKinsey model to monitor and analyze performance in it. Because of the similarities between the rising companies under analysis. Theoretical Framework: The measuring the company (BALY IRAQ) efficiency in terms of its Shared Values, Strategy, Structure, Systems, Style, Staff, and Skills using the McKinsey 7 S Model. All 7 components must be in sync with one another for optimal performance, with Shared Values serving as the driving force behind the growth of the rest. Together with their colleagues, managers use a system called a Performance Management System (PMS) to oversee all aspects of their staff's performance, from setting goals to monitoring progress to recognizing and rewarding success. Human resource efficiency may be measured with the help of PMS. Methodology: The net profit has been chosen as the measure of efficacy (Baly) Responses were gathered from key HR people at the target firms using a standardized questionnaire. Findings: It have been observed that the 7 Ss is most prevalent in a business and whether or not Shared Values has an influence on performance. The research also shows if any of the "S"s need to be adjusted to boost efficiency. Implications: This study can serve as a useful resource for entrepreneurs, and anyone seeking to start or evaluate a business on a global scale, as long as the framework is applied correctly and at the appropriate time. However, it can be disappointing if the business is not yet qualified to undergo the McKinsey framework evaluation process. Value: The value of the study is to evaluate the McKinsey 7s framework as a method for gauging a company's productivity as it is recommended by researchers as a reference, basis, and instrument for any company serious about assessing its performance or establishing a strategy and structuring its future organization.

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A Gestão da Informação no Processo de Avaliação da Capes Associada ao Assessoramento Secretarial

Cited by 2 publications

References 13 publications

Strategy to Increase the Capability of Civil Servant (ASN) Resources

Strategy to Increase the Capability of Civil Servant (ASN) Resources

Mckinsey Model and Management Accounting Systems Requirements to Measure and Analyze Performance in Sample of Emerging Companies

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