Performance Management Trends 2015 - GCC Report

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Content. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2013 Statistics. Media Exposure. Educational Programs. Main Events in the field. Job Trends. Salaries. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Argentina. Australia. Brazil. Bulgaria. Canada. Chile. Colombia. Italy. Kuwait. Malaysia. Netherlands. Nigeria. Philippines. Qatar. Saudi Arabia. Thailand. Uganda. USA. | Keywords analyzed. Analytics. Balanced Scorecard. Business Intelligence. Business. Performance Management. Corporate Performance Management. Dashboard. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Plan. Individual Performance Management. Key Performance Indicators. KPI. Metrics. Operational Performance Management. Performance Appraisal. Performance Criteria. Performance Evaluation. Personal Development Plan. Performance Management. Performance Management Plan. Performance Measures. Performance Management System. Performance Review. Scorecard. Strategy Execution. Strategy Implementation Strategy Management. Strategic Performance Management. | Educational Degree Institutions. Aston University. University of Canberra Faculty of Business and Government. University College Dublin. Erasmus University Rotterdam. ESCP Europe. Grenoble Ecole de Management. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano. Monash University. New York University Stern School of Business. The University of Adelaide. University of Liege HEC Management School. University of Pennsylvania Wharton Business School. University of Palermo. University of Sydney. European University Cyprus. Maastricht School of Management. Bocconi University. University of Palermo. University of Bradford - Bradford University School of Management. Cardiff University. University of Cambridge. University of Oxford. University of Ottawa - Telfer School of Management. Baruch College. Boston College University - Carroll School of Management. Davenport University. Georgetown University. Centrum – Catolica. The University of Melbourne. The Chinese University of Hong Kong. The Hong Kong University of Science and Technology. Nanyang Business School. National University of Singapore. University of Cape Town Graduate School of Business. University of Johannesburg. | Performance Management Events. 2013. Vancouver, British Columbia, Canada. New York, USA. Penrith, Cumbria, UK. Al Bustan Rotana - Dubai, United Arab Emirates. Sao Paulo, Brazil. San-Francisco, USA. Washington DC, USA. Nairobi, Kenya. Istanbul, Turkey. New Delhi, India. Barcelona, Spain. Lucca, Italy. Nishi Waseda, Shinjuku, Tokyo, Japan. Atlanta, Georgia. Loch Lomond, Scotland, UK. London, UK. Rydges Lakeland Resort, Queenstown, New Zealand. Dallas, Texas. Riyadh, Saudi Arabia. San Francisco, California. Brussels, Belgium. | Job trends analyzed. Performance Manager. Strategy Manager. Performance Management. | Industry salaries analyzed. Automobile and Transport. Banking. Beverages. Business Services Charitable Organizations. Chemicals. Computer Services. Computer Software. Construction. Consumer Products. Consumer Services. Education. Food. Manufacturers. Electronics. Energy & Utilities. Financial Services. Insurance. Government. Health Care. Leisure. Media. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 15. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Corporate Performance Management. Overall Satisfaction versus Average Implementation Size. Solution Cost Comparisons. Business Intelligence Software. Magic Quadrant for BI 2013. Employee Performance Management. Magic Quadrant for Talent Management Suites. | 203 countries reviewed. 66 with performance management legislation in place. Afghanistan. Albania. Algeria. American Samoa. Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan. Bahamas. Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina. Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia. Cameroon. Canada. Cape Verde. Cayman Islands. Central African Republic. Chad. Chile. China. Christmas Island. Colombia. Comoros. Congo. Cook Islands. Democratic Republic of the. Costa Rica. Croatia. Cuba. Cyprus. Czech Republic. Denmark. Djibouti. Dominica. Dominican Republic. Ecuador. Egypt. El Salvador. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Fiji. Finland. France. Gabon. Gambia. Georgia. Germany. Ghana. Ghana. Greece. Grenada. Guernsey. Guyana. Honduras. Hong Kong. Hungary. Iceland. India. Indonesia. Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey. Jordan. Kazakhstan. Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos. Latvia. Lebanon. Lesotho. Liberia. Libya. Lithuania. Macau. Macedonia. Madagascar. Malawi. Malaysia. Maldives. Mali. Malta. Marshall. Islands. Mauritania. Mauritius. Mexico. Micronesia, Federated States of Micronesia. Moldova. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Island. Norway. Oman. Pakistan. Palau. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal. Qatar. Romania. Russia. Rwanda. Saint Helena. Saint Kitts and Nevis. Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe. Saudi Arabia. Senegal. Serbia and Montenegro. Seychelles. Sierra Leone. Singapore. Saint Maarten. Slovakia. Slovenia. Solomon Islands. South Africa. South Africa. Spain. Sri Lanka. Sudan (South). Swaziland. Sweden. Switzerland. Taiwan. Tanzania. Thailand. Timor-Leste. Togo. Tokelau Tonga. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Tuvalu. Uganda. Uganda. Ukraine. United Arab Emirates. United Arab Emirates. United Kingdom. United States. Uruguay. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. West Bank. Zambia. Zimbabwe.

PERFORM

ANCE MAN

AGEMENT

IN 2013PERFORMANCE

MANAGEMENT

in 2012State of the disipline annual magazine

PERSPECTIVES12 interviews . 9 countries . Academics . Practitioners . Consultants

AROUND THE WORLDPerformance Management legislation and public sector implementations in 182 countries reviewed

KEYWORD TRENDSMost popular Performance Management keywords in Google Trends

EDUCATIONDegrees . Subjects . Conferences

CAREERJob trends by region . Salaries by industry

Organizations use principles, tools and techniques of Performance Management to ensure that the purpose of their existence is fulfilled.

Performance Management... has to do with how to monitor, control and manage the strategic and operational direction of an organization...

RESOURCESBest selling books . Latest published books and articles . Portals . Communities

SOFTWARECorporate Performance Management . Business Intelligence . Employee Performance Management

9 781478 181019Jobs

Legislation Interviews

Content. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2013 Statistics. Media Exposure. Educational Programs. Main Events in the field. Job Trends. Salaries. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Argentina. Australia. Brazil. Bulgaria. Canada. Chile. Colombia. Italy. Kuwait. Malaysia. Netherlands. Nigeria. Philippines. Qatar. Saudi Arabia. Thailand. Uganda. USA. | Keywords analyzed. Analytics. Balanced Scorecard. Business Intelligence. Business. Performance Management. Corporate Performance Management. Dashboard. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Plan. Individual Performance Management. Key Performance Indicators. KPI. Metrics. Operational Performance Management. Performance Appraisal. Performance Criteria. Performance Evaluation. Personal Development Plan. Performance Management. Performance Management Plan. Performance Measures. Performance Management System. Performance Review. Scorecard. Strategy Execution. Strategy Implementation Strategy Management. Strategic Performance Management. | Educational Degree Institutions. Aston University. University of Canberra Faculty of Business and Government. University College Dublin. Erasmus University Rotterdam. ESCP Europe. Grenoble Ecole de Management. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano. Monash University. New York University Stern School of Business. The University of Adelaide. University of Liege HEC Management School. University of Pennsylvania Wharton Business School. University of Palermo. University of Sydney. European University Cyprus. Maastricht School of Management. Bocconi University. University of Palermo. University of Bradford - Bradford University School of Management. Cardiff University. University of Cambridge. University of Oxford. University of Ottawa - Telfer School of Management. Baruch College. Boston College University - Carroll School of Management. Davenport University. Georgetown University. Centrum – Catolica. The University of Melbourne. The Chinese University of Hong Kong. The Hong Kong University of Science and Technology. Nanyang Business School. National University of Singapore. University of Cape Town Graduate School of Business. University of Johannesburg. | Performance Management Events. 2013. Vancouver, British Columbia, Canada. New York, USA. Penrith, Cumbria, UK. Al Bustan Rotana - Dubai, United Arab Emirates. Sao Paulo, Brazil. San-Francisco, USA. Washington DC, USA. Nairobi, Kenya. Istanbul, Turkey. New Delhi, India. Barcelona, Spain. Lucca, Italy. Nishi Waseda, Shinjuku, Tokyo, Japan. Atlanta, Georgia. Loch Lomond, Scotland, UK. London, UK. Rydges Lakeland Resort, Queenstown, New Zealand. Dallas, Texas. Riyadh, Saudi Arabia. San Francisco, California. Brussels, Belgium. | Job trends analyzed. Performance Manager. Strategy Manager. Performance Management. | Industry salaries analyzed. Automobile and Transport. Banking. Beverages. Business Services Charitable Organizations. Chemicals. Computer Services. Computer Software. Construction. Consumer Products. Consumer Services. Education. Food. Manufacturers. Electronics. Energy & Utilities. Financial Services. Insurance. Government. Health Care. Leisure. Media. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 15. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Corporate Performance Management. Overall Satisfaction versus Average Implementation Size. Solution Cost Comparisons. Business Intelligence Software. Magic Quadrant for BI 2013. Employee Performance Management. Magic Quadrant for Talent Management Suites. | 203 countries reviewed. 66 with performance management legislation in place. Afghanistan. Albania. Algeria. American Samoa. Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan. Bahamas. Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina. Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia. Cameroon. Canada. Cape Verde. Cayman Islands. Central African Republic. Chad. Chile. China. Christmas Island. Colombia. Comoros. Congo. Cook Islands. Democratic Republic of the. Costa Rica. Croatia. Cuba. Cyprus. Czech Republic. Denmark. Djibouti. Dominica. Dominican Republic. Ecuador. Egypt. El Salvador. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Fiji. Finland. France. Gabon. Gambia. Georgia. Germany. Ghana. Ghana. Greece. Grenada. Guernsey. Guyana. Honduras. Hong Kong. Hungary. Iceland. India. Indonesia. Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey. Jordan. Kazakhstan. Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos. Latvia. Lebanon. Lesotho. Liberia. Libya. Lithuania. Macau. Macedonia. Madagascar. Malawi. Malaysia. Maldives. Mali. Malta. Marshall. Islands. Mauritania. Mauritius. Mexico. Micronesia, Federated States of Micronesia. Moldova. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Island. Norway. Oman. Pakistan. Palau. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal. Qatar. Romania. Russia. Rwanda. Saint Helena. Saint Kitts and Nevis. Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe. Saudi Arabia. Senegal. Serbia and Montenegro. Seychelles. Sierra Leone. Singapore. Saint Maarten. Slovakia. Slovenia. Solomon Islands. South Africa. South Africa. Spain. Sri Lanka. Sudan (South). Swaziland. Sweden. Switzerland. Taiwan. Tanzania. Thailand. Timor-Leste. Togo. Tokelau Tonga. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Tuvalu. Uganda. Uganda. Ukraine. United Arab Emirates. United Arab Emirates. United Kingdom. United States. Uruguay. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. West Bank. Zambia. Zimbabwe.

PERF

ORM

ANCE

MAN

AGEM

ENT I

N 20

13PERFORMANCEMANAGEMENT

in 2012State of the disipline annual magazine

PERSPECTIVES12 interviews . 9 countries . Academics . Practitioners . Consultants

AROUND THE WORLDPerformance Management legislation and public sector implementations in 182 countries reviewed

KEYWORD TRENDSMost popular Performance Management keywords in Google Trends

EDUCATIONDegrees . Subjects . Conferences

CAREERJob trends by region . Salaries by industry

Organizations use principles, tools and techniques of Performance Management to ensure that the

purpose of their existence is fulfilled.

Performance Management... has to do with how to monitor, control and

manage the strategic and operational direction of an organization...

RESOURCESBest selling books . Latest published books and articles . Portals . Communities

SOFTWARECorporate Performance Management . Business Intelligence . Employee Performance Management

9 781478 181019Jobs

Legislation Interviews

4,800+KeyPerformanceIndicatordefinitions

1

INTRODUCTION

PERFORMANCE MANAGEMENT IN 2014: GCC SPECIAL EDITION

© 2014 The KPI Institute Ltd. All Rights Reserved.ID Number: TKI0141001ISBN: 978-1512222524

An appropriate citation for this report is:The KPI Institute, 2014, Performance Management in 2014: GCC Special Edition, Melbourne, Australia

Indemnity statementThe KPI Institute has taken due care in preparing the analysis contained in this publication. However, noting that some of the data used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

Published by:The KPI Institute

Editorial coordinationAurel Brudan

Editorial teamDiana ZarnescuAdelina ChelniciucDenisa CalinMarcela Presecan

Design Daniela Fajardo GarnicaJavier Rocha Robles

HeadquartersMelbourne Office Life.lab Building198 Harbour Esplanade, Suite 606Melbourne Docklands, VIC 3008, AustraliaT: +61 3 9028 2223 M: +61 4 2456 8088www.kpiinstitute.org

Executive summary

Performance Management in 2014: GCC Special Editionwas a relentless year in terms of Performance Management advancements, and it has brought forth what we now consider to be the next age in this

domain: an age of maturity, of thoughtful decisions, of respect gained and earned, of hard work and commitment.

This new age in Performance Management is what we celebrate through Performance Management in 2014: GCC Special Edition. This year, the success of the previous reports developed by The KPI Institute has highlighted the need for a more introspective look into this specific field, on certain areas across the globe. Thus, the two special editions of Performance Management in 2014, namely the GCC and the ASEAN ones accompany the Global edition.

The time has come for us to migrate, from viewing the whole picture of this discipline, to studying details found in different regions of the same picture. This special edition of the Performance Management report series is the material representation of the discipline across one region, comprised of six countries: United Arab Emirates, Saudi Arabia, Qatar, Oman, Bahrain and Kuwait.

What draws interest in performance management within the Gulf Cooperation Council region is the successful incorporation of elements specific to the area. The region is a leader in terms of innovative business solutions, transplanting and executing plans from paper to reality with high levels of efficiency and effectiveness. A preview of performance management in the GCC is represented by the Adaa 2.0, which prevails as the updated version of the first Arabian performance management software. The UAE continues to transpose its National Vision into reality, by relentlessly improving itself based on performance monitoring systems and Kuwait rose its petroleum industry to new peaks grace to better business management.

Performance Management in 2014: GCC Special Edition is part of the annual series with the same name, developed by The KPI Institute with the purpose of revealing the methodical, non-pertaining and truthful state of performance management, as it is implemented today by organizations, governments and nations across the globe.The content which ensues aims to bring forth the specificity of Performance Management within the GCC, among others. The two paths followed are defined by what sets GCC practices apart, but also what aligns them with the rest of the world.

Extensive and exhaustive analysis has stood at the base of each section of the report, from insights into each of the six country’s specific Performance Management system, to the interviews given by experts in this discipline, to the complete range to educational programs which incorporate Performance related courses within their curriculum.Work has begun on launching additional publications as part of this series. Feedback regarding this edition and inputs for future editions are highly appreciated by our team and should be directed at [email protected].

Editorial coordination:Aurel Brudan

2014

Introduction

Around the GCC

Trends

Perspectives

1

4

5

6

8

9

11

11

11

12

30

31

32

35

44

50

52

Executive Summary

Visual Summary

About the Report

Map Overview

Country Profiles

Country Legislation

GCC Insights

Trends in Search

Media Exposure

2014 Statistics

Map Overview

Introduction

GCC Perspectives

Practitioners’ Perspectives

Academics’ Perspectives

Consultants’ Perspectives

Interviews

Perspectives Around the GCC6 30

About the Report

Trends

5

44

Education58

77

Educational Programs

Main Events

Career

Resources

Software

80

82

81

82

83

84

84

86

91

96

102

103

104

106

GCC Overview

United Arab Emirates

Saudi Arabia

Kuwait

Qatar

Bahrain

Oman

Best-selling Books

Latest Published Books

Journal Articles

Communities

Portals

Gartner’s Magic Quadrants

The G2 Crowd Scores

58

80

104

86

Education

Resources

Software

Career

4

INTRODUCTION

Visual Summary

7 13

22 1314

20 41

14 61

15

41

Number of performance-related events in 2014;

Number of institutions offering performance-related degrees;

Number of institutions offering Performance Management sub-jects.

5

INTRODUCTION


to obtain graphic data regarding key word search operations performed on Google’s search engine.

This section is a graphic representation of the media exposure rate of selected Performance Management-related keywords over a period of time spanning from 2000 to 2014.

The Education section reveals the complete range of universities across the six countries that have at least one degree dedicated to Performance Management. Compare and review the diversity of subjects they have to offer, together with the duration of studies and tuition fees. The data was collected from each university’s official website.

Some of the world’s most important performance related events are held in the GCC region. This section presents a list of the most relevant conferences held in 2014, together with announced events for 2015. All of them have been selected based on the event’s main theme.

This section of the report is dedicated to books which have either Performance Management, or a closely-related subject, as the main theme. The chapter is split into two distinct sections: one centers on best-selling books, while the other focuses on the latest published books.

Articles relevant to Performance Management have been selected and compiled into a list of 88 items, all relevant to the field. The search was conducted using

The report Performance Management in 2014: GCC Special Edition is developed as a qualitative study which reflects the performance management reality across a specially designated region: the Gulf Cooperation Council. The study was conducted by The KPI Institute over a period of 4 months (December, 2014 – March, 2015) and it focuses on data available in the January 2014 – January 2015 timeframe. Both primary and secondary sources were used to compile the report.

Explore the Perspectives section to see what Performance Management academics, practitioners and consultants from the GCC have to say regarding this field, what the future has in store for it, and also what areas need improvement. Additionally, see what experts think about Personal Performance and how they measure and improve their daily performance, outside working hours.

The section encompasses all GCC nations as they were in 2014, namely the Kingdom of Bahrain, Kuwait, the Sultanate of Oman, Qatar, the Kingdom of Saudi Arabia and the United Arab Emirates. The main concern regarded changes that 2014 might have brought to each country’s legislation regarding performance management systems, their implementation process and immediate outcomes. Sources considered for this were governmental websites, strategic development plans and official reports.

Continuing the tradition of past years’ Performance Management reports, in 2014 the same tool, Google Trends, was employed

Google Scholar and sciencedirect.com. Key words used during the selection process included: performance management, organizational performance, performance measurement, operational performance, employee performance and personal performance.

The Portals section was created with the intention of providing necessary guidelines for online orientation in the Performance Management field. Thus, it comprises two tables which provide different rankings of the ten most accessed Performance Management related websites.

What online community can one visit in order to grasp the most valuable Performance Management insights? This section of the report was compiled with the intention of answering this question.

The section provides an overview of the job and salaries trends, as they evolved in 2014, across all six of GCC’s member states. Additionally, the independent regional overviews of each country enable a comprehensive view upon the situation of the discipline and allow comparisons across countries.

In order to help readers make informed decisions about their software solutions, this section presents two different ranks, offered by distinct entities and compiled in a different manner. For both rankings, the software solutions are roughly clustered into solutions for Corporate Performance Management, Business Intelligence and Human Resources.

About the Report

Perspectives

Media Exposure

Education

Portals

Career

Events

Communities

Software

Books

Articles

Legislation

Trends in Search

6

PERSPECTIVES

Map Overview

Rasha Rafiq Abualhasan Aspire Zone FoundationQatar

Shadi Abouzeid American University in DubaiUnited Arab Emirates

7

PERSPECTIVES


Jihan Al Sherif

Ameen Al-Afari

Mohammed S. Hyder

Said Elbanna

Mohamad Yassine

Sami A. Khan

Software AGBahrain

SABICSaudi Arabia

Etihad Etisalat MobilySaudi Arabia

Qatar UniversityQatar

Gulf University for Science & TechnologyKuwait

King Abdul Aziz UniversitySaudi Arabia

Jarlath Fernando

Neeti Adish Chauhan

Dubai World – ImdaadUnited Arab Emirates

New York University Abu Dhabi United Arab Emirates

8

dvancements in any field of research cannot be attained without the

collective effort of specialists. For that purpose, the interviews that ensue in this section gather the expertise of Performance Management professionals from three areas of activity: practitioners, academics and consultants.

What does the term Performance Management mean to you?

What drives interest in Performance Management?

What are your thoughts on the relationship between Performance

Management at organizational, departmental and individual level?

What are the 2014 key trends in Performance Management from your

point of view?

What aspects of Performance Management should be explored

more through research?

Which companies would you recommend to be looked at, due to

their particular approach to Performance Management and subsequent results?

Which are the main challenges in today’s Performance Management

practice?

What do you think should be improved in the use of Performance

Management tools and processes?

What would you consider best practices in Performance Management?

Which aspects of Performance Management should be emphasized

during educational programs?

Which are the limits in order to achieve higher levels of

proficiency in Performance Management among practitioners?

If you are to name, in a few words, the main aspects governing

Performance Management today, what would they be?

What is your opinion on the emerging trend of measuring

performance outside working hours?

Are you using any kind of personal performance measurement tools? If

yes, please describe how this has influenced your life.

Do you have any tips for successfully managing one’s

work-life balance? What are your thoughts?

PERSPECTIVES

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10 interviewees, from 5 countries within the GCC answered the same 15 questions, plus a specific one, addressing a precise issue from their field of activity.

Academics: We are developing a database of Performance

Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance).

Practitioners: Which are the recent achievements in generating

value as result of Performance Management put in practice in your organization?

Consultants: As a consultant, what are the most common

issues that your customers have signaled, related to Performance Management?

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9PERFORMANCE MANAGEMENT IN 2014: GCC SPECIAL EDITION

Which are the main challenges in today’s Performance Management

practice?7

What does the term Performance Management mean to you?

What drives interest in Performance Management?

What are your thoughts on the relationship between Performance

Management at organizational, departmental and individual level?

An aspect that every expert in the field agrees with is the difficulty of thriving in today’s very competitive business environment. An integrated Performance Management system will ensure that the company remains agile and competitive, while improving various aspects across all organizational levels.

What is specific for the Middle East business market is a recognized need for accountability and transparency, both of which are guaranteed by the proper implementation of a Performance Management system.

On an extended scale, interest in such a system is held at high levels by the bare nature of humans, as intelligent beings, forever on a mission to improve themselves, together with their surroundings.

Performance Management may be a difficult notion to pin down, as there are still differences of perspective among experts in the field. These divergences mainly arise from assigning different meanings to Performance Management and measurement. However, the invariable of this equation is that Performance Management is a framework that seeks to enhance processes and align them to the business strategy, in order to obtain better outcomes at all levels. The notion of alignment is one of the strong suites of Performance Management, as it enables the transmission of strategic goals from top management to departments, units and employees. A new, but frequently associated with, feature of Performance Management is its migration and integration into personal life, as a tool of improvement through constant measurement and informed decision-making.

What are the 2014 key trends in Performance Management from

your point of view?

By implementing an effective Performance Management system, a company is able to cascade its vision, mission and goals down to all levels. This, in turn, ensures that all entities within a company are collectively working towards a common goal, and not in contradiction to each other. Mainly, the system creates synergy across organizational levels, making it possible to envision it as a single entity, united and undivided, chasing the same goals.

What aspects of Performance Management should be explored

more through research?

The 2014 trends with the biggest toll on Performance Management developments were related to IT advancements, Big Data, as well as enhancements in the usage of different performance-related tools. All the above-mentioned cases are trends which are becoming, with every passing year, increasingly more specific and dedicated to performance frameworks. Essentially, companies have understood that a Performance Management system cannot be adopted from elsewhere and implemented as such. Its specificity is determined by the nature of the company and, in turn, the system must reflect and serve these very own determinants. Ultimately, such customization actions have led to adopting even more specific scorecards, and to a rigorous KPI selection.

If up until a certain point, it was important to define Performance Management systems based on common features, now the focus has shifted on describing the same systems by taking into account what sets them apart from one another. The goal is to isolate what can be defined as best practices in every individual domain, industry, nature and size of certain companies. This same specificity further reflects into the elements employed in each company, from Balanced Scorecards to KPIs and Business Intelligence software solutions. Thus, research needs to focus on highlighting how to improve each of these aspects so as to find the most suitable one for each business and functional area. This mission is, however, challenging, as companies activating in the same industry may differ exponentially from one region to another. As such, clustering companies according to one feature or another may, ultimately, prove to be a flawed strategy.

The companies which are recommended by Performance Management experts can be clustered into two groups. The first ones are global leaders in their industry. Here, we can include organizations such as Google, Apple and Intel. The second group are companies that are leaders in their

GCC PERSPECTIVES

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Which companies would you recommend to be looked at,

due to their particular approach to Performance Management and subsequent results?

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region and, among those mentioned, there are Mobily, Zone Foundation and Comic Relief. Public institutions are also worth mentioning as they are good examples for successful implementations and usage of Performance Management systems with limited resources. In addition, more than one expert recommends that organizations that have failed to adopt a Performance Management framework should not be overlooked, as probably valuable lessons can be drawn from another’s mistakes.

All three categories of experts, namely academics, practitioners and consultants, agree that the most difficult challenge to tackle in Performance Management today is dealing with people, especially with those who oppose change. In their opinion, it is in our nature to resist changes, as they push us outside of our comfort zone. In this sense, Performance Management systems must overcome this obstacle and the first step towards achieving this is for it to be regarded as essential to the well-being of the company and its employees.

Further challenges are represented by the wrongful implementation of systems that focus only on monetary gain but ignore crucial aspects such as incentives, alignment, transparency and accountability. An immediate consequence in such cases is that the system will be regarded, throughout the company, as just another tool of control forced upon employees by top management representatives.

What do you think should be improved in the use of Performance

Management tools and processes?

The line of agreement among experts, as far as improvement is concerned, is centered on the lack of transparency regarding decisions made by top management. Lack of transparency is translated by employees as proof of a hidden agenda. Ultimately, they fail to be engaged in reaching their activities and overlook, or are not aware of, their contributions within the company.

Other important aspects that may need improvement are related to the level of implementation across an organization: it is of outmost importance that a Performance Management system should be implemented thoroughly, across the entire levels of the company, and that incentives and compensation programs should be clearly linked with performance practices.

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What would you consider best practices in Performance

Management?

As complex as it might be as a system, Performance Management basically reduces at one, underlying principle that governs all other: communication. Although it may be too difficult to assess best practices within such a complex system, because there are too many variables playing in this game, the plain, simple and up-front act of communication surfaces as a best practice, viewed as such by academics, practitioners and consultants, on the whole.

Of course, there are many crucial aspects, such as setting the most appropriate KPIs, together with SMART goals, alignment not only across company levels, but also across business markets and other organizations. However, as complex as these processes may appear it is, nonetheless, necessary that they should be kept as simple as possible so that reluctance towards adopting them will be avoided.

The focus, when talking about educational programs related to Performance Management, is centered on graduate degrees mostly which are believed to add the most value to a comprehensive preparation for future performance-related careers. Among these, one particular specialization stands apart: Change Management. Because of so many failures registered during change processes in organizations, it proves to be necessary to get familiarized with this subject early on. Other important subjects are Total Quality Management and Information Systems Management.

Above all, the important matters that should be provided through education, regardless of the degree, are leadership skills and a comprehensive understanding of the complexity of an integrated Performance Management system.

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Which aspects of Performance Management should be

emphasized during educational programs?

10

Which are the limits in order to achieve higher levels of

proficiency in Performance Management among practitioners?

As long as this system is defined and understood differently by people within the same organization, higher levels of proficiency will remain too distant to be grasped. Attaining a high level of proficiency in this field can become a realistic goal only once all differences are cleared out and everyone has a similar perspective on what Performance Management implies.

11

If you are to name, in a few words, the main aspects

governing Performance Management today, what would they be?

What is your opinion on the emerging trend of measuring

performance outside working hours?

Are you using any kind of personal performance measurement tools?

If yes, please describe how this has influenced your life.

Do you have any tips for successfully managing one’s

work-life balance? What are your thoughts?

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Other limitations refer to the lack of implication coming from top management, which results in a lack of employee engagement, resistance to change, and, lastly, use of unsuitable objectives and/or KPIs.

Academics: We are developing a database of

Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance).

Practitioners: Which are the recent achievements in

generating value as result of Performance Management put in practice in your organization?

Consultants: As a consultant, what are the

most common issues that your consumers have signaled, related to Performance Management?

Performance Management degrees, especially postgraduate degrees, are offered by both the United Arab Emirates University and the Abu Dhabi University.

Most recent activities have to do with alignment, so that coherency and synergy are achieved across all levels of an organization. In addition, practices such as setting KPIs, improving the usage of the BSC or establishing a clear compensation framework have been listed as aspects that add value to organizations.

According to the interviewed professionals, the world of Performance Management is governed, today, by the methodologies and tools employed during the process (Balanced Scorecard, Dashboards etc.), as well as, partly, by the processes themselves (strategic planning, usage of rewards and compensation, decision making and alignment). However, Performance Management is highly influenced by external aspects as well. Elements such as geographic location, political situation, financial possibilities and technological advancements are variables that can cause a shift in the direction of a Performance Management implementation.

Measuring personal performance outside working hours has begun, for some time now, to grasp the interest of many professionals. Although some admit that the entire process might be seen as tedious, it can, nonetheless, improve any aspect in which it is applied. The important factor, which is often overlooked, is that performance-related tools and practices can be implemented only within the desired areas of your personal life. Thus, people can better manage their personal finances, their family relationships or their children’s education. Therefore, all the interviewed experts regard measuring performance outside working hours as a very beneficial process, overall.

Experts show us that, basically, any tools are useful if they suit you and help you improve performance within desired processes. From MS Outlook, to setting personal KPIs, to using gadgets and even creating a mind-map for yourself, these tools have a high value when it comes to the input they provide during performance measurement and assessment processes, according to the professionals that The KPI Institute has interviewed.

Some of the most common issues that consultants in Performance Management have come across are related to change management, as mentioned before, lack of buy-in, the implementation of a system that neither reflects, nor reports accurately the actual performance of the organization, misuse of specific tools and lack of top management engagement, among others.

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When it comes to properly balancing your work life and your personal life, prioritization is the key. Experts in the field of Performance Management advise to seek and set your top priorities and, then, act accordingly.

The best CEOs I know are teachers, and at the core of what they teach is strategy.

Michael Porter, Harvard Business School

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From the interviewed practitioners’ perspective, Performance Management is an ongoing process applied within all levels of an organization, from top managers to bottom employees, in order to monitor and evaluate performance across the entire company or institution. As to why organizations are willing to go the distance and implement such extensive systems, the reasons are represented by profitability, of course, alongside alignment, accountability, competitiveness, prioritization, efficiency and effectiveness and so forth. A Performance Management system ensures that the decisions made at top levels are

Practitioners’ Perspectives

cascaded down to the ensuing departments and units not as an order, but as a common goal towards which the entire company is working together as one entity.

Practitioners urge organizations to either implement, or improve their existing Performance Management framework and tools as competition in 2014 is harsher than in 2013 and the one in 2015 will be even less forgiving. Focus is to be put onto the tools used, the compensation methodologies employed and, last but not least, Business Intelligence software solutions.

Recommended companies to be taken as models are, firstly, renowned international

leaders in their industry, followed by regional leaders and, lastly, companies that failed in implementing a Performance Management system, as these cases offer valuable insights about mistakes that are to be avoided.

For the interviewed practitioners, performance tracking travels beyond their organizational boundaries and into their personal lives. By applying performance-related tools and techniques onto their personal lives, practitioners are better at prioritizing, at managing their finances, future plans, target achievement status and so forth.

For academics, Performance Management is part of a larger vision, it represents the means to achieve a desired ideal state any organization has imagined for itself. Additionally, such a system covers not only the measurement and evaluation processes, but it goes further on, involving everyone from top managers to bottom employees. The harsh business environment, together with the increased need for transparency, have determined many organizations to adopt a Performance Management system.

In 2014, they see Performance Management research efforts heading

Academics’ Perspectives

towards specific and technical areas such as software solutions enhancements, as well as the development and use of KPIs that are suitable for specific types of business organizations, like non-profit or charity.

In order to achieve a higher status in Performance Management, academics recommend to learn from the models provided by public institutions and universities, as these organizations work with reduced budgets while they are also constantly pressured to perform increasingly better.

However, the interviewed academics warn about hurrying to integrate a

Performance Management system within the organization without proper planning, as resistance to change is one of the biggest obstacles standing against this process.

When it comes to personal performance, the advice coming from academics is to allocate your priorities wisely and to respect them. Tools are always a plus when measuring performance. Therefore, anything that might be useful, from a wristband to a calendar and even to a whiteboard, can be employed to help in assessing your personal performance and in taking the needed measures to improve it.

Nowadays, running an organization without a Performance Management system in place is similar to driving at night without your headlights on. It is simply a matter of time until you crash and, the faster you are going, or the faster your organization is growing, the harder you will crash. However, one must keep in mind that, having such a system implemented only on the surface, generates the same results as having no system at all. It is crucial for Performance Management systems to embrace all levels of an organization.

Consultants’ Perspectives

2014 brought, within the Performance Management area, the use of Big Data and data visualization as valuable tools when integrating the generated numbers with the story behind them. However, this trend needs to be pushed forward in the next year towards the direction of predictive analysis, whose benefits are crucial during the decision making process.

Although many important steps have been taken, so far, in terms of Performance Management implementation strategies, the process is far from being over and needs to be

taken further on through specific legislation and national measures, not only through organizational decisions. Education can also bring valuable input into this equations, by focusing intensively on the somehow neglected, yet very complex aspects, such as change management.

As for personal performance, the main idea behind the consultant’s perspective is that, in one way or another, every person has his/her own performance measurement methodology which, of course, changes and alters across time and goals

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The following interviews are alphabetically arranged with regards to the interviewees’ last names within each of the three categories:

Practitioners, Academics and Consultants.

INTERVIEWS

Practitioners

Interviewee name: Rasha Rafiq Abualhasan

Title: Strategy and Business Performance Specialist

Organization: Aspire Zone Foundation

Country: Qatar

1. What does the term Performance Management mean to you?Performance management is a discipline adopted by organizations to make sure they are on the right track to achieve the set objectives, and to better manage the expectations of the stakeholders, management and staff. It is about proper planning, proper alignment, and proper prioritization and management of efforts and resources in the intended direction.2. What drives interest in Performance Management? On an organizational level I would say, alignment, competition, profitability, prioritization and proactivity. On the employee level, it is self-realization, the sense of importance in each when they know exactly what value they add, and the level of contribution they have in achieving a higher level goal.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level? I believe the relationship is vital and strong; any objective cannot be achieved unless some sort of initiatives are associated to it, and some actions are taken by the department and, eventually, the individuals. The cascading process is important so that people know exactly where they are heading, and the level of contribution they have and are held accountable for.4. What are the 2014 key trends in Performance Management from your point of view?Many things come to my mind, such as Balanced Scorecard, benchmarking, and change management.

5. What aspects of Performance Management should be explored more through research?Innovation, and how it could be part of performance management, and best practices in measuring innovation.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?On a global level I could think of Google which has a great focus on its human resources, talents and skills. Google allows a considerable amount of their employees’ time to be spent coming up with, and explore, new ideas, new opportunities that are assessed seriously and, in many cases, have been turned into real business. Google involves its staff in the strategic planning process.

Locally, Aspire Zone Foundation is an interesting model; due to the diversity of its Business Units; Aspire Academy (a sports academy), Aspetar (a hospital) and Aspire Logistics (an event and venue management company). Another reason is the nature of the model adopted by Aspire, which combines KPIs and high level project management by monitoring progress on milestones.7. Which are the main challenges in today’s Performance Management practice?Senior Management sponsorship, communication, commitment, timeliness/availability of reports.8. What do you think should be improved in the use of Performance Management tools and processes?First of all, selection of the appropriate tools suitable for the needs of the organization

and flexible to handle the evolvement and development of the organization. 9. What would you consider best practices in Performance Management?Not only monitoring progress on set objectives, but also finding an integrated approach to monitor key projects, risks, financials, and all of this shouldn’t be done in isolation of the staff. Ongoing awareness and communication is the key.10. Which aspects of Performance Management should be emphasized during educational programs?One aspect is strategic planning. Other are related skills: leadership, negotiation, critical thinking, analysis and even marketing skills!11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?Some people still believe that performance management is time consuming, it requires a great deal of planning and reporting which is unneeded as they know exactly what should be done. This resistance is a trap through which people and organizations are dragged into being reactive, rather than proactive.12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?National vision in addition to environmental, political and financial situation and technology.13. What is your opinion on the emerging trend of measuring performance outside working hours?Setting personal objectives and monitoring them in non-work life is an interesting practice that I would call life changing.14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.Yes, I have started a while back and the effect is noticeable. Using such tools motivates me to adopt new habits, and to get rid of unneeded/negative ones. Examples of tools are smart phone apps or simply a paper and a pen.

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1. What does the term Performance Management mean to you?Performance management, in my opinion, is a framework that can be applied in the entire firm, or in specific departments, units, or on individual employees. Simply put, it is a process that starts with setting strategic objectives, developing operational plans, selecting measures indicators, executing plans, monitoring progresses against defined targets, determining improvement opportunities, identifying chronic performance issues, rewarding on achievements, and so on.

The above-mentioned steps vary in terms of weight and importance, depending on the scope of the performance management, and the nature and size of the entity where it is implemented. For example, you will not spend much time in the rewarding step if the framework is implemented in a charity organization, where people decide to spend freely their own time and never expect rewards from the organization, while this step is very important in profit corporations.

I would like to focus on the word “Management” in the sense that people keep using the term Performance Management when they are referring to Performance Measurement! This confusion must be cleared out, because it is important for top management to understand that implementing a performance management system is not about setting KPIs and measuring them! It needs changes in the way the business is run, in the culture, in employees’ behaviors, and relationships inside and outside the organization.

It is a journey, not a quick-win project!

Setting personal objectives and monitoring them in non-work life is an interesting practice that I would call life changing.”“

Practitioners

Interviewee name: Ameen Al-Afari

Title: Director, Performance Governance & Measurement

Organization: SABIC

Country: Saudi Arabia

16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?Better alignment is achieved and a holistic decision making tool is in place with focus on areas of improvement / challenges and recognition of achievements.

15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?-family life is a priority;-finding interests / hobbies will help create this balance;-avoid working from home as much as possible;

Another mistake is whenever the Performance Management term is mentioned, people think about employees’ performances, appraisals etc., while measuring the employees’ performance is one aspect of the complete performance management framework.2. What drives interest in Performance Management? Clarity, Efficiency, Effectiveness, and Satisfactions! I believe these are important drivers behind the interest around performance management recently; it is a way – if implemented well – to run your business starting from the vision, and ending with individuals’ performances. The main reason behind failing strategy – assuming it was developed correctly – is the gap between strategic objectives and operational plans, ending up with different units, in the same organization, moving in different directions, sometimes fighting for the same resources and working against each other. I see performance management as a vehicle that helps firms on running their businesses more efficiency and effectively, by linking the daily operations with the strategic goals, and setting a kind of fair system for rewards, where employees understand fully their contributions in achieving their companies’ goals. It adds transparency to the picture, and raises awareness inside the organization around the importance of working together towards common goals.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level? I believe there is no such differentiation between the three levels, if we discuss

Performance Management, than it is across the organization. However, if our focus is on Performance Measurement, then I can see the possibility to have isolated performance monitor implementations in different levels.Nowadays, many organizations suffer in terms of financials results and objectives’ achievements because they measure their performances based on ad-hoc analysis, trying to cascade the objectives of top individuals in management levels to below individuals, focusing mainly on the units or departments’ objectives that are not very well aligned with the organization’s strategic objectives, and forgetting the overall picture.

Performance Management is a discipline that ensures alignments across different levels in the organizations, how these alignments are done depends on the size, nature and maturity level of the organization, either bottom-up or top-down. Even so, in my opinion, I see the combination between both approaches as a reasonable approach, meaning that it always starts from the top, where strategic objectives are defined in order to achieve the vision, and then cascades down to certain levels in the organization (departments and some individuals in managerial positions). Then, each manager collectively works with his subordinates to define their objectives, and how to measure them periodically, ensuring that they either contribute or support the achievement of his objectives that were cascaded down from the top. This is what we can call the “Top-Up” approach; it comes from the top and, similarly, goes up from the bottom.

Another thought I want to share regarding the implementation of a Performance Management framework or discipline in any organization is the following: I would advise to think big and act small, meaning to not impact the individuals’ rewards and compensations from the beginning. It is obvious that the majority of employees will resist the changes just because they refuse to change, but it will be even worse if these changes are going to affect their

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incomes negatively. Therefore, it is better to focus first on cascading the objectives, and monitoring the progress, and gradually link it to the compensations of the employees.4. What are the 2014 key trends in Performance Management from your point of view?I would choose the focus on the importance of setting strategic objectives. There is evidence that what used to be done today, will not allow us to compete tomorrow, so the major focus was on developing and setting clear strategic objectives, aligned with the defined visions. Another one is the continuous improvement of the existing PM frameworks: I see the BSC evolves from time to time and never stops, which is a healthy sign that improvement is going on.5. What aspects of Performance Management should be explored more through research?I would recommend focusing more on showing the roadmap towards excellence in a Performance Management culture. The research must provide insights on the differences in implementing such frameworks in different organizations, depending on its public, its nature (private, profitable, or charity), also on the different industries, and its size (small, midsize and large corporations).6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?I would suggest that you first split it by industry, then pick the top two players in each industry (globally and regionally) to do the researches on. Also look at the regional top players which have implemented PM, and analyze their stories, even if they are not successful, people like to know about the lessons learned, more than about the rosy pictures.7. Which are the main challenges in today’s Performance Management practice?If I am going to choose a main challenge, I would choose the resistance to change: people like to keep doing things as they used to do and always fear change. This challenge is an important one in my opinion. There must be a way – as part of change management practices - to overcome this.

Another less complex challenge is about people: there should be a clear direction coming from top management (who must first believe the need for change and support it) toward all employees, that introducing performance management is not an option anymore! It is a must for survival and, as the famous quote says, “If

you always do what you’ve always done, you’ll always get what you’ve always gotten.”

Another challenge is the misinterpretation of the term Performance Management by different people. Except for the balanced scorecard, which introduces the PM as an entire framework, I see others use the term to refer to different things, for example BI solutions, Planning Processes, KPIs, Dashboards, Employees’ Performances, and so on. It will be more valuable if we all agreed on one meaning in order to help the firms in the efforts to adopt it.8. What do you think should be improved in the use of Performance Management tools and processes?There is always room for improvements so, looking at today’s practices, I think organizations must forget the tools and focus on the processes, as I mentioned before, think big and act small, develop a long-term plan on implementing the PM, and start in applying it in small stages. Do not overspend on tools in the early stages, and utilize the existing software tools like Excel and Reports in the first years, then move to the very sophisticated PM tools. Another important piece here is the involvement of each employee in the organization in the PM practices as the processes of PM are not to be developed and discussed on the top floor only! 9. What would you consider best practices in Performance Management?I don’t believe in the term “best practices.” I think there is no one size fits all, especially in the processes related to topics such as PM. There are many factors impacting the implementation of PM in any organization, like culture, maturity level, size, stakeholders, organization structure, and so on. So I couldn’t point to one practice and say it is the best one. However, I believe the framework of the BSC is one of the more evolving PM frameworks recently. The advice is to look at it and try to shape it in a way that fits the organization. At the same time, select KPIs that really highlight real performances.10. Which aspects of Performance Management should be emphasized during educational programs?Emphasize on how to start and show real cases. Another aspect is to highlight and clearly explain that it is not a ready-made meal that can be purchased and implemented. It will add more value if it is possible that, within educational programs, to introduce guidelines on the sequences of things that must exist or happen during the journey of implementing the PM.

11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?The lack of high-level support from the top management and weak position of the PM team within the organization’s structure, especially during the first two / three years of implementation, in addition to ignoring the importance of change management plans across all the levels. Additionally, the availability of qualified talents.12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?Clear strategy, well-defined strategic plan, unified monitoring system, ability to change based on feedbacks, and link pay and compensations to performances. All of these can be used for governing PM, as long as there is a PM culture program running in the organization to allow the shifts in thinking towards a complete PM environment.13. What is your opinion on the emerging trend of measuring performance outside working hours?PM, as a concept, is applicable to any activity in life. Its trends and techniques can be easily applied outside the organization’s works. I see that the concept of PM can be used in achieving personal goals similar to organizational goals. This could be something like education, marriage, building a house, investing money, and so on. As long as there are clear objectives, you can utilize the PM practices to manage the progress of achieving these objectives, monitor it and correct the direction, if needed.14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.I have different projects in my life that deserve

[…] implementing a performance management system is not about setting KPIs and measuring them! It needs changes in the way the business is run, in the culture, in employees’ behaviors and relationships inside and outside the organization. It is a journey, not a quick-win project! ”

“

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mentioning, one of them is about the savings project for my children’s educations. I have a plan to deduct a percentage amount monthly to be used for the kids’ education in the future. The percentages are changed every year, according to the changes in the kids’ ages. At the end of each year, I review the project and how it goes, and adjust it based on the analysis on the educational programs and options expected in the future. The lesson here is that I do this in a full alignment with my wife and, recently, with the children themselves, I see the benefits of such alignments as they help us in managing our spending on other things because we all have the same understanding of the values of what we plan to achieve with this project.15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?

The balance between work and life is the most difficult part in today’s working environments. Some people focus too much on their work and spend most of their time trying to achieve success in their career, while they are losing a lot in terms of their personal lives. Oppositely, others are not able to achieve the required successes in their work because they are afraid of losing control on their personal lives, so they decide to play minimum roles in their career and spend more of their time and effort on getting satisfactions with their families. I see both approaches as wrong, it is not a secret that we say the balance is not an easy task to manage and, sometimes, you have to trade-off. However, I always believed that, on the long-term, a person must develop his own strategic objectives in his life (work and personal), discuss

and share them with his family to be sure there is always alignment all the way. As long as all parties see the final goals, and work towards achieving them, the family will offer support during the different phases of achieving these objectives. It is all about being open and transparent, as the fire-fighting approach will not help and will result in losing either the work or the personal life, or maybe both. 16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?I am not in a position to mention all the ongoing activities. However, we are on the way to follow some BSC practices such as strategy maps and smart KPIs’ identifications, linking the individuals’ performances to strategic objectives.

1. What does the term Performance Management mean to you?To me, Performance management is an ongoing process by which an organization can identify, measure, and develop the efficiency and effectiveness of its employees, teams and various other work structures, in alignment with the strategic goals of the organization.2. What drives interest in Performance Management?Similar to a coin which has two sides, interest in Performance Management also has two aspects which are closely integrated.

The first aspect is the organizational perspective on value creation. Organizations believe that, in order to ensure long term sustainability and competitiveness, it is imperative to have an established performance management. It has received even more attention in the recent times of globalization, high competition and economic turmoil across the globe, due to which organizations are becoming more and more vigilant about the effective resource utilization and retaining high performing employees for greater revenue generation. All

Practitioners

Interviewee name: Neeti Adish Chauhan

Title: Compensation, Benefits and HRIS

Organization: New York University Abu Dhabi

Country: United Arab Emirates

of this drives the interest of organizations in Performance Management.

The other aspect is focused around employees’ perspective. In line with Dan Pink’s study, employees need purpose in their jobs. Through performance management systems, employees are able to see their contribution in the organization, which makes them realize how they fit into the bigger organization picture.

Thus, keeping a systemic approach, the interest in Performance Management is driven by the fulfillment of the above two factors, both leading to enhanced organizational performance and its longer term sustainability. The organizations have begun to understand that having an effective, strategically aligned, and well executed Performance Management system is an inimitable competitive advantage.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?Performance Management acts like a binding glue which brings alignment,

coherency, and synergy across levels in an organization, both horizontally and vertically. It ensures that every employee contributes towards organizational success and provides visibility to their contribution. Cascading organizational strategy down to departmental and individual level through specific objectives, and KPIs, ensures all organizational entities work in tandem towards organizational success. It’s like different parts and components start working together, while reinforcing and supporting each other, to make this large machine called organization function successfully for the achievement of its purpose and goals.4. What are the 2014 key trends in Performance Management from your point of view?I think one of the most significant trends is that organizations are beginning to realize the significance of Performance Management. Now, they see it as an essential element for ensuring employee motivation and organizational success. Although some are still contemplating implementation of performance management system, others have already gone ahead with doing it. However, I feel that there is still a long way to go as, in most of the performance management systems, organizations are still struggling with achieving internal and external alignment. Additionally, predominantly it is still seen as a measurement mechanism, rather than a tool for continuous monitoring and enhancement of performance. This paradigm shift, along with ongoing engagement of leaders and employee community, is still work in progress,

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which would require an extensive amount of effort and communication. 5. What aspects of Performance Management should be explored more through research?I have witnessed that one of the greatest challenges in any Performance Management System is setting the right objectives and KPIs. There is often a debate around subjective versus objective KPIs. I believe this field requires some more work through research and industry practices. Additionally, performance management is still seen as being relevant for profit-making organizations only. More research and case studies demonstrating the ROI of performance management for non-profit organizations is required. This will facilitate seeking buy-in, and being more confident about putting organizational efforts and resources in this direction.

Finally, the linkage between performance and rewards should also be explored further through research in order to develop best practices around it, as currently some studies confirm it is essential to have tangible rewards, but others suggest intangible rewards are more effective.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?I would be highly keen to look at the performance management process for several fast growing, highly reputed, and top employer rated organizations across sectors like Google, Apple, Microsoft, FedEx, Harvard University, UAE Government, etc. I would be curious to see the common themes in these different organizations, industries and sectors. For me, these themes would be the best practices for the body of performance management. In addition to this, I would also be keen to know the ‘worst practices’ as a way to learn from the mistakes of others and to be a step ahead by knowing where NOT to put efforts.

Finally, I am highly interested in knowing how The KPIs Institute, an authority in the field of performance management, manages this process internally, within the organization. That would be a great learning opportunity for performance management practices.7. Which are the main challenges in today’s Performance Management practice?As I mentioned before, the most fundamental challenge in today’s performance management practice is to see it as an essential organizational practice. Most of the organizations do not see it as crucial as it is in reality. They focus more

on routine operations which, to them, are bread and butter for the organization. So, the first obstacle to cross is to achieve focus and commitment (of time, resources, people, etc.) for Performance Management systems. Once this is achieved, half the battle is won.

Other challenges include setting effective objectives and KPIs, lack of sufficient best practices and knowledge sharing across organizations and sectors, and keeping the rigor and engagement as a continuous and never-ending process. 8. What do you think should be improved in the use of Performance Management tools and processes?I think the first thing that needs to be improved in the use of Performance Management tools and processes is the paradigm shift in organizational culture. This requires enhanced focus on performance management in every single pocket of the organization through extensive leadership support and a seasoned change leader.

Further still, the system will produce results only if the objective and KPIs are cascaded down from organizational strategy and are mutually reinforcing, not conflicting. Also, the KPIs must be well-communicated to employees so they understand and embrace them well. This will require enormous amount of efforts around communication, not just to the leaders and managers, but also down to the front-line employees.

In a nutshell, after designing effective tools and processes, the key prerequisite, which needs to be improved for the success of a performance management system, is - Communication, Communication and Communication!!! - which is open, free and multi-directional.9. What would you consider best practices in Performance Management?As I mentioned before, I feel there is still great amount of work needed to develop best practices in Performance Management. However, based on my learning and experience, I would consider the following as some of the existing best practices which can be adopted universally:

Internal Alignment: Vertical alignment with organizational strategy and horizontal alignment with other processes, departments, units and peers.

External Alignment: Alignment with the changes happening in external environments e.g. changes in customer preferences, labor market, economic conditions etc.

Effective Communication: Well communicated processes ensure understanding and buy-in. There must be sufficient caution applied to ensure that the communication is transparent, free, open and multi-directional so all employees can freely share their thoughts, doubts and feedback.

Dynamic Process with On-going Focus: Once designed, the process should not be considered as carved in stone. There must be on-going follow-up, monitoring, feedback seeking and flexibility to modify the KPIs and process based on any of these valid reasons. This ensures the organization is always in sync with its internal and external environment, as loosing this alignment would be detrimental for its growth and sustainability.10. Which aspects of Performance Management should be emphasized during educational programs?I think one of the key components that must be emphasized during educational programs is its significance for organizational success, and alignment with other components of the organization. Performance management does play a pivotal role in providing inputs to other areas like learning and development, promotions, career development, recruitment, rewards management etc. It is essential for young professionals to understand this linkage and leverage on it. Also, I have noticed that most of the educational programs focus on designing an effective performance management system. I believe this is just half the story. In order to be successful, performance management professionals must know the other half as well, i.e. system mechanics comprising of the real challenge of execution, which needs extensive change management efforts. A recent literature study by Payyazhi Jayashree and Syed Jamal Hussain (2011) suggested that 70% of Change management efforts fail. Hence, it is essential for professionals to understand the practical aspects of challenges encountered, and commitment needed to execute successful performance management.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?There are several factors that act as

[…]the key prerequisite, which needs to be improved for the success of a performance management system is: Communication, Communication and Communication! ”

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limitations to achieve higher levels of proficiency in Performance Management among practitioners.

Practitioners are provided a mandate by the senior management to implement, or manage a performance management system. However, the required top-down support is often missing. Due to their busy schedule, leaders fail to commit sufficient ongoing time and focus required to achieve higher proficiency in performance management. Unless there is perceived leadership support through regular communication, rewarding desired results and behaviors etc., desired outcomes are not achieved.

Another factor which does contribute to insufficient success of performance management is an out-of-sync system whereby the KPIs and objectives are not linked with the organization’s strategic goals and are not balanced from various qualitative and quantitative perspectives. This becomes even more challenging in current times of instability and constant flux which requires constant changes in the strategic direction. Sometimes, obsolete objectives and KPIs may also start acting counter-productively to organizational success. Performance management professionals should choose to partner with employee community to establish more relevant and realistic KPIs.

Another key challenge is the lack of employee engagement in driving performance management. However, this can be achieved by fulfilling the above mentioned factors.

12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?The main aspects governing Performance Management these days are Strategic Alignment and Balanced Performance.

Organizations are looking for a system which generates positive results. When we say positive results, we mean value generation which is in line with the strategic and operational goals of the organization. Thus, having a system which drives the achievement of organizational goals is the key governing principle of Performance Management.

Secondly, in today’s highly competitive environment, achieving only the bottom-line results is not sufficient. Organizations are compelled to adopt a more balanced approach towards organizational growth. Balanced Scorecard is a perfect example for this, whereby organizations explore several dimensions like revenue generation, customer service, people development and process improvement, for evaluating

overall success.In a nutshell, contemporary practices

around performance management are focused on value creation and contribution, rather than just a measurement tool.

13. What is your opinion on the emerging trend of measuring performance outside working hours?Again, as I mentioned before, to be able to achieve maximum benefit from any performance management system, it must be seen from a balanced perspective. In terms of best practice i.e. Balanced scorecard, various factors are considered, like setting objectives and KPIs e.g. Customers, Revenue, People Development and Internal Process improvement. If we, and we should, extend the definition of balanced performance, we do realize that the employee’s life beyond working hours, including physical and mental well-being, family life, social life and community work, does contribute to his/her productivity and, ultimately, affects the overall organizational performance. This aspect of an employee’s performance has been ignored so far. However, with the diminishing boundaries between personal and professional life, and the need for retaining and developing employees with the right attitudes and personal attributes, this aspect does require more focus and must be kept in consideration while evaluating one’s performance.

Having said this, we are yet to understand the practical implications of this. It would require great amount of judgment and caution to determine where to draw the boundaries. It should be enough just to help employees in keeping their personal goals. The downside is that it could get too invading, and impact their privacy. It might appear as a burden to them, and it might also backfire and start acting counter-productive to employees’ well-being and overall performance. Still, a long way to go in this area!

14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.I think I have been doing this since my childhood. I have always had a set of personal goals for myself, earlier as a student, daughter and sister; and now also as a working professional, mother and wife. I understand that each of these areas has been equally important to me, and I never had any option to put one over the other. Thus, personally, keeping a set of goals for each area helps me set the right priority

and be successful in every area of my life. Keeping various goals on my radar facilitates regular monitoring and modification in my approach, or action plan, if needed.In addition to meeting my goals, it has also helped in maintaining my mental and physical health by reducing stress, enhancing personal fulfillment, enriching social life, enhancing self-esteem and personal development. Overall, a more accomplished and happier me!

15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?From my personal experience, the key to manage work-life balance is, firstly, to see them both as holding equal priority in your life. It is extremely essential to draw boundaries and not allow them to get intermingled, unless sometimes, when it becomes critical to do so. I believe mixing them both results in not being able to focus and commit fully to any of these.

My recommendation is to dedicate yourself fully to every significant part of your life. For example, when you are at work, commit 100% to it and when you are with your family and friends, give them your 100% time and attention – they have the right to get that. I believe that if you manage your time and set priorities well, you are able to achieve this. Someone once said to me, “you have time for everything which is of priority to you.” It has stayed with me since then. Set your priorities right and you would focus better, commit better and contribute more.

16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?Performance Management has been instrumental in bringing clarity and direction to employees, through effective objective setting, measurement, and feedback. We have reviewed its effectiveness in more detail, and a great amount of work is being done to strengthen the link between organizational strategy and employee contribution.

The aim is to achieve greater harmony, coherency, and synergy across various organizational components. The intention is to adopt performance management system as a management tool which would feed into Talent Management, Resource Allocation and Management, Budget and Finance management, Employee Engagement etc., all of which would contribute towards long term success and sustainability of the organization.

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Practitioners

Interviewee name: Jarlath Fernando

Title: Analyst - Strategy Planning

Organization: Dubai World - Imdaad


1. What does the term Performance Management mean to you?Performance Management is a combination of methods, tools and processes used to align the individual, departmental and organizational levels within a company, in order to ensure the achievement of the organization’s strategic objectives. It involves formulating and defining clear objectives, well-defined and well-articulated goals, setting up of relevant KPIs and monitoring the achievement of clearly-specified targets. The ultimate objective of Performance Management is to make informed decisions, take corrective actions and make relevant adjustments to continuously improve the overall performance of an organization.2. What drives interest in Performance Management?As an upcoming practical discipline in the organizational arena, factors that drive interest in the field of Performance Management would be as follows:a) Improving organizational performance: aimed at increasing efficiency, productivity, process improvements, and the need to make informed decisions by taking corrective actions.b) Alignment to the organizational strategy: alignment of individual and departmental objectives to the overall strategy, in order to ensure all activities and resources are in line with set targets.c)Extreme pressure from external competitive forces: in order to cope with increasing dynamism and competitiveness, Performance Management should be seen as an advantage enabler in the form of informed decision making by availability of analytical data and increased commitment from the leadership team.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?In theory, organizational, departmental and individual levels need to be aligned leading to superior performance. However, in reality, this may be challenging in terms of

aligning different objectives and measures between different levels.

All too often, it has been observed that there are various practical and implementation difficulties between setting up of mutually agreed objectives, putting in place the designed measures and tracking their performances. As a result, employee involvement in the whole performance management exercise fails, leading to a hostile culture. Thus, it is very important that there is alignment between the differing levels in an organization and coherence in the various objectives and measures used in achieving organizational strategic goals.4. What are the 2014 key trends in Performance Management from your point of view?Introduction of innovative tools in the performance management field, data analytics, increased focus on customer-centric issues & interest in the strategic planning area.5. What aspects of Performance Management should be explored more through research?Optimal KPI selection & review practices, data gathering via software integrations and effectively dealing with the various cultural aspects involved in implementing Performance Management techniques in an organization.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?Apple, Google, Microsoft, Samsung, Barclays Bank, TCS, Abu Dhabi Govt. are some of the organizations that I would recommend.7. Which are the main challenges in today’s Performance Management practice?The main challenge observed is slowness in the adoption of performance management systems, caused mainly by resistance to change and misunderstanding of the tools and processes involved. Another challenge observed is that there is often more focus on financial aspects only. In regions such as the GCC, it is often difficult to obtain data for benchmarking purposes as well.

As mentioned above, other common challenges come from KPI selection, alignment of objectives and measures, target setting or Individual Performance Management.8. What do you think should be improved in the use of Performance Management tools and processes?Heightened awareness and exposure of the tools and processes, coupled with creating a proper environment in the organization by nurturing a performance-oriented culture in the organization and mutual involvement of the employees in the whole exercise.9. What would you consider best practices in Performance Management?Using well defined KPIs, Balanced Scorecard, effective data analytics, 360 degree evaluation, setting clear performance targets etc.10. Which aspects of Performance Management should be emphasized during educational programs?Emphasis should be on areas such as Strategic Planning, Strategic Management, project alignment, data analytics, change management etc.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?The barriers to achieving high levels of proficiency would be mainly two-fold, as follows:a) Management : lack of commitment from the leadership team, lack of expertise and experience, focus on the achievement of financial metrics;b) Employees: low level of awareness, lack of adequate managerial training, resistance to change, defensive culture.Other major factors could also relate to financial and budgeting restrictions, poor time management & rapid changes occurring in business environment.

The ultimate objective of Performance Management is to make informed decisions, take corrective actions and make relevant adjustments to continuously improve the overall performance of an organization.”

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12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?Since Performance Management is yet to evolve as a widely practised management skill, the main aspects could be considered as follows:1. Organisational level: strategy planning, strategy formulation & well trained performance managers;2. Operational level: formulation of relevant KPIs, implementation of BSC, data analytics;3. Individual level: performance reviews, monitoring, evaluation and feedback.13. What is your opinion on the emerging trend of measuring performance outside working hours?In my opinion, it may not be a healthy trend, as measuring performance outside normal working hours may lead to disturbances in the work-life balance, which is highly craved these days by modern-day employees. In the

absence of any well-defined policy set by the organisation, measuring performances beyond regular hours would lead to stressed and burnt out employees.14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.Yes, I am using BSC as part of performance appraisal methods in our organisation. This whole approach has bought focus and emphasis on continual improvements in my role in various aspects, as well as the need to continuously update my knowledge and skills.15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?Good time management skills, along with effective communication, as well as supervisory skills are highly essential in managing one’s work-life balance, besides

having the requisite technical knowledge. It is also important that every employee should be made well-aware of his roles and responsibilities and be given enough power to make decisions.16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?I would suggest that the biggest step towards achievement has been the continued improvement in employee culture towards performance management. Now, the BSC is being used to drive actions within the organisation, and it is the central focus for achievement of results. Projects have been identified and aligned to with the Balanced Scorecard, enhanced understanding of all metrics, improved and quicker decision making is today possible, mainly due to the implementation of the Balanced Scorecard.

1. What does the term Performance Management mean to you?Performance Management basically means managing performance of an employee, or a function, by constantly monitoring the pre-assigned KPIs, and providing timely reports. It gives insight into the actual contributions of employees in the corporate achievements. It is a tool that helps in enhancing productivity and efficiency.2. What drives interest in Performance Management?Results and rewards.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?Performance management at organizational level is a broader scope, looking at a holistic picture, focusing on the organizational achievements. At Departmental level, it is very specific to the departmental performance, yet still aligned with the corporate strategy. It acts as a tool to align the individual performance with the departmental objectives. At individual level, it is purely focused on the performance of the

Practitioners

Interviewee name: Mohammed S. Hyder

Title: Executive Manager, Decision Support & Performance Management

Organization: Etihad Etisalat Mobily


individual and enhancing the competencies to meet the overall objectives of the department.4. What are the 2014 key trends in Performance Management from your point of view?Personal Scorecards, new appraisal model, helping managers establish a better coaching mechanism.5. What aspects of Performance Management should be explored more through research?Individual contributions in the organizational achievements.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?Within the region we have Mobily as an excellent example of implementing Performance Management.

Intel is another good example to look at on the international arena.7. Which are the main challenges in today’s Performance Management practice?Buy-in of top management, educating and creating a culture for implementing PM.

8. What do you think should be improved in the use of Performance Management tools and processes?Feedback and reporting of results should be constant ongoing processes. We should not wait for the end of period to report performance results.9. What would you consider best practices in Performance Management?Expectation is described at the start of the evaluation process (performance contract). Targets are SMART.10. Which aspects of Performance Management should be emphasized during educational programs?The importance of measuring performance. Setting the right KPIs, targets and assigning appropriate weights to each KPI is also very important.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?Lack of proper tools and lack of awareness in top management.12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?Review and evaluation of the Top Level Management.13. What is your opinion on the emerging trend of measuring performance outside working hours?It is the complete package that really matters when looking at an extra ordinary talent. Employees spend 2/3 of their time outside of working hours therefore, it is important to measure the overall performance and not

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just within the working hours. Furthermore, for the sake of better brand representation, it is important that performance is maintained constantly.14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.I have developed a couple of personal KPIs and I keep track of my performance. It really helps me excel in all aspects of my life and gives me a heads up on information for better decision making.

15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?Make sure that you develop the right KPIs and set the most optimum targets, otherwise you can ruin your own work-life balance easily.16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?Better CSI results, motivated employees and good insight into employee’s role in corporate performance.

I have developed a couple of personal KPIs and I keep track of my performance. It really helps me excel in all aspects of my life and gives me a heads up on information for better decision making.

The ever fast changing environment requires us to be agile and, hence, the interest in Performance Management is becoming even greater.

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Academics

Interviewee name: Shadi Abouzeid

Title: Director of CEPPS and Professor of Decision Sciences

Organization: American University in Dubai


1. What does the term Performance Management mean to you?The ability to monitor strategy execution and, hence, act at an early warning if there are any deviations.2. What drives interest in Performance Management?The ever fast changing environment requires us to be agile and, hence, the interest in Performance Management is becoming even greater.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?They should all be linked together in a smart way so that each individual is able to measure his / her contribution towards the achievement of the overall strategy.4. What are the 2014 key trends in Performance Management from your point of view?The liaison between Performance and Results Indicators and how to really identify which of them are the real KEY.5. What aspects of Performance Management should be explored more through research?Measuring the negative impacts of some measures imposed on businesses i.e. we set some indicators in the hope of improving and

the end results turns up being more negative.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?Innovative driven organizations are the best nowadays, since they need to be extremely agile.7. Which are the main challenges in today’s Performance Management practice?The ability to measure in a fast, reliable and actionable manner.8. What do you think should be improved in the use of Performance Management tools and processes?Create the link between Strategy, Operations and IT.9. What would you consider best practices in Performance Management?Having organizational workshops to identify indicators instead of using a top down approach.10. Which aspects of Performance Management should be emphasized during educational programs?Demystifying Performance Management and how it can be used to really drive positive actions and results.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?

Organizational inability to change.12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?Negative aspects: Ego, Short-term thinking.13. What is your opinion on the emerging trend of measuring performance outside working hours? Social Media.14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.Using a white board.15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?Always a tough question, but self-realization only happens by identifying what you want first and then go and get it.16. We are developing a database of Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance)Post Graduate Diploma in Performance Management at the American University in Dubai.

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1. What does the term Performance Management mean to you?Performance management is an integrated system which ensures that organizational, departmental, and individual objectives are achieved as planned, which can help organizations to meet their strategic objectives and reach their vision. This system should be a part of a bigger strategic planning system. 2. What drives interest in Performance Management?What drives interest in Performance Management may vary from one country /region to another, or even from one organization to another. Considering the area in which I am working, the Arab Middle East, I think that the lack of accountability and double standards in many organizations are crucial drivers to develop efficient and effective performance management systems. 3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?Effective systems of Performance Management should be cascaded down to address organizational performance at both departmental, and individual levels. At the end, the performance of any organization is a function of the performance of its organizational units and employees. Hence, highly effective performance management systems should reflect the performance of employees. What should we expect, for example, if different organizational units and employees are working in different directions, or using variant criteria to assess their work? In conclusion, we should have harmony among the above three levels, namely, organizational, departmental and individual level. 4. What are the 2014 key trends in Performance Management from your point of view?Let me address this question from two perspectives, namely, the professional and academic perspectives. Regarding the former, and based on my experience in the United Arab Emirates public organizations, I have

Academics

Interviewee name: Said Elbanna

Title: Associate Professor of Strategic Management

Organization: Qatar University

Country: Qatar

noticed that public organizations are giving more attention, nowadays, to some aspects of performance that are not easy to measure, such as return on training. Developing measures for assessing the success of organizations in implementing their strategic plans is another research interest which some professionals are trying to address. Such research efforts reveal real needs in organizations, and reflect positive development of Performance Management efforts in such organizations. From an academic perspective, Performance Management, as a research discipline, is receiving increasing attention from researchers during the last decade. One of the main avenues for research on Performance Management is the role of balanced scorecards in organizations (see, Hoque, Z. 2014. 20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research. The British Accounting Review, 46(1): 33-59). Another avenue is incorporating Performance Management-related variables with those related to strategic planning, as determinants of organizational performance. Although academics’ research efforts concerning Performance Management in the Arab Middle East are rare, some researchers have started to address the impact of strategic Performance Management models such as Balanced Scorecard, and business excellence models, on organization-specific and community-specific performance (see, Elbanna, S., & Abdel-Maksoud, A. 2014. Public organizations’ performance in an oil-rich LDC: Resource-based view approach, The Strategic Management Society (SMS) Special Conference. Sydney, Australia). 5. What aspects of Performance Management should be explored more through research?Researchers need to examine the relationship between strategic planning and balanced scorecard, in addition to their mutual impact on organizational performance. The role of the balanced scorecard in the public sector reform in GCC countries is another interesting

avenue for future research, since balanced scorecard is widely adopted in the public sector organizations, in particular during the last two decades. Moreover, this is the time for researchers to objectively assess Performance Management practices, particularly after heavily investing on adopting such practices in Dubai and Abu Dhabi, for example. Researchers also need to give more attention to different aspects of performance, such as community-specific performance, since organizational performance is a multi-dimensional construct. Finally, the practice of Performance Management and its outcomes vary from one region to another, even within the same country, such as Dubai and Abu Dhabi. Hence, we need to highlight such differences and their reasons, in the hope that we can improve the practices of Performance Management.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?Public sector organizations in Dubai will be a good benchmark to examine and follow. I contend that the practice of Performance Management in Dubai can be viewed as the best practice in the region and, consequently, it can be followed by other public institutions in the UAE. For example, Dubai was a pioneer in applying the balanced scorecard model since early 2000. During the last 15 years, Dubai organizations went through several cycles of learning by practice, which would save time and resources of other public organizations in the region if they study the case of Dubai, before adopting the balanced scorecard model, or other Performance Management systems. Public organizations in the Emirate of Abu Dhabi, in addition to Federal UAE organizations, are other quite good examples to study. Although their journey with strategic planning practices and Performance Management systems started later, in 2008, some organizations there, such as Alain Municipality, have done good progress which similar organizations can learn from. 7. Which are the main challenges in today’s Performance Management practice?Once more, my answers reflect my experience in the Arab Middle East. A main challenge is how to integrate Performance Management systems with other related systems in organizations, such as that of strategic planning. A reflection on several organizations in the region is that Performance Management and strategic planning practices

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do not complement each other. Instead, they compete and lack effective coordination in several organizations. Another challenge is how to use the results of Performance Management to enhance succeeding strategic planning practices. A clear challenge is the lack of linkage/integration between Performance Management systems, and other managerial and organizational systems, such as these of employee appraisal and incentives. A cultural challenge in the Arab Middle East organizations is how to defuse the impact of networking/family/tribe on Performance Management practices, particularly in public sector organizations where most of employees are local. Similarly, the practices of Performance Management, in addition to other managerial practices, are deleteriously influenced by other subjective factors such as nationality, religion and ethnics.8. What do you think should be improved in the use of Performance Management tools and processes?First of all, the above challenges, among others, should be well addressed if policy makers and top public managers have real intentions to enhance Performance Management practices. In so doing, we need to convince such leaders with the importance of Performance Management practice and how it can contribute to enhance organizational performance. Then, we need to bring their attention to the challenges facing Performance Management in the region and provide them with some practical recommendations to overcome them. We also need to raise the awareness of employees to the importance of Performance Management practice and related systems. The following quotation from a disappointed participant in a recent research in the UAE shows our urgent need to do so: “If units responsible for strategic planning and performance management are cancelled, our organization will not be negatively affected . . . we add no value,” (Elbanna, S. 2013. Processes and impacts of strategic management: Evidence from the public sector in the United Arab Emirates. International Journal of Public Administration, 36(6): 1-14). Of course, such challenges will vary in other settings, other than the Arab Middle East in general, or the UAE in particular. 9. What would you consider best practices in Performance Management?In terms of Performance Management systems, I would select the Balanced Scorecard, which can be easily linked to both strategic planning systems, and other management systems, such as these of incentives. In terms of practice and activities, developing the capabilities of employees to

work with internal experts and consultants is a highly effective way to enhance Performance Management practices in any organization. 10. Which aspects of Performance Management should be emphasized during educational programs?Given the worth of Performance Management, academics need to emphasize the importance of Performance Management practices for the wealth of organizations. They also need to clearly show the linkage between Performance Management and strategic planning, and how they complement each other. Moreover, academic institutions need to consider the above thoughts, among others, when designing their courses, especially strategic management courses. Since the labor market in the Arab Middle East may not have enough experienced people in the Performance Management field, academic institutions would do well to make a substantial investment in developing Performance Management courses to aid in providing organizations with their needs of qualified Performance Management staff and experts. I have an example regarding this practice, where the United Arab Emirates University developed an MBA course on Performance Management and Benchmarking, a few years ago. 11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?One of these limits is the huge gap between the capabilities of people working on performance management processes, in the same organization, that leads to several complications. Another limit is the need to simplify Performance Management practice and avoid using new techniques /systems at least until the staff and experts understand and excel in what their organizations already do. This was a remark addressed by several people when I conducted a research project on Performance Management in the UAE public organizations. I think it is the time now for the UAE public organizations to move from the stage of whether to use Performance Management systems, or not, to that of asking how they should practice Performance Management. However, most public organizations in other Arabic countries, such as these in Egypt, Tunisia and Algeria, still need to answer the former question, namely, whether to use Performance Management systems or not. Finally, the most important challenge is achieving buy-in to Performance Management and strategic planning practices, since general managers and top executives in some organizations do not believe in them.

12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?Effective implementation of Performance Management systems; understandable systems of Performance Management; integrating Performance Management and strategic planning. 13. What is your opinion on the emerging trend of measuring performance outside working hours?I think that measuring performance outside working hours should aim at helping people to manage their personal and family commitments, rather than doing additional work tasks. 14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.Regarding my daily work, I am using MS Outlook calendar to organize my daily activities and appointments. That helped me to organize them well, in terms of significant indicators of my performance as a scholar. 15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?It is a matter of priorities. Therefore, we need first to get our families on the top of our priorities. Then, we can allocate some time for them. Recently, I was trying to restrict my long working hours, by identifying a certain time to finish my work every day, in order to go back home earlier. I have also allocated some time for family activities during weekends, which helped too. We need to try. Even if we are not successful, we can, at least, get things done better. 16. We are developing a database of Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance).United Arab Emirates University, College of Business and Economics, MBA program provides a course on Performance Management and Benchmarking.

Highly effective performance management systems should reflect the performance of employees.”“

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1. What does the term Performance Management mean to you?I would say performance management is an important HR function. It is at the core of all HR managerial functions, as unless you evaluate what do, you cannot improve your performance. In recent times, performance management has become more and more exhaustive.

Performance maanagement system is beyond performance appraisal, and evaluation can be considered as only one part of it. It is also about identifying those areas that need improvement and focusing on employee performance or team performance. It is not about the appraisal itself rather than about managing the results.

So I believe performance management is a very important function, and one of the main issues is related to its alignment with business strategies. Also, many companies do it like some sort of a ritual, once in a year, not like a continuous practice, and the specific tools are not fully utilized, many aspects are missing here, especially in Saudi context.2. What drives interest in Performance Management?Performance management is highly important in order to help you attain your business initiatives, business plan, and what you are aiming at. So, both at the employee level, as well as at the process level, it should be connected and aligned.

A good performance management system must be vertically aligned, more specifically aligned to your business strategy, but there should also be a horizontal alignment with other HR functions. These HR aspects, such as training & development, reward management, and even recruitment are also very important. Performance management can also be seen as the key to evaluate all HR functions.

It is very important to see the horizontal linkages between HR functions, and then vertically, how they lead to reaching the organization’s goals.

Academics

Interviewee name: Sami A. Khan

Title: Associate Professor in HRM

Organization: King AbdulAziz University


3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?Performance management should not be a one-time event, but a continuous one, where you identify the right kind of measures, tools, and define what performance is both for the organization as a whole and for the individuals. Performance needs to be measured, so you should have appraisal tools in place and, finally, results should be compared with the targets and development plans should be implemented for both individuals and teams.

When it comes to alignment, as I mentioned before, the first thing one should consider is the vertical alignment. That means evaluating if your business strategy and your functional strategy are aligned or not, and what can be done in order to align them. The entire system should be highly connected from the organizational level to the departmental one, otherwise the performance management system will not fulfill its role and it will not provide you with information on your organization’s performance.

In any activity, measurement is extremely important. Even when trying to lose weight, for example, you have to measure and evaluate to know how much you lost. In any context, it is very important to have right kind of measure. Also, you have to develop the right kind of environment, otherwise performance management cannot work.

The cultural issues become highly relevant in Saudi business context. Another important element in performance management system is feedback, which is very crucial at the individual level, as it enhances employees’ motivation and self-esteem as well. The manager is the most appropriate person for this, as he knows the subordinates very well, and he can offer employees a basic idea of what performance management is all about.

In the end, the entire purpose is to gain more clarity. Organizational goals will be clearer for the employees and, I’ll say, manager

as well, and if they are given the right kind of feedback, they will ultimately become more competent. This is also useful in terms of identifying good and poor performance and getting insights on the measures that should be taken.

All in all, at all levels from organizational to departmental and individual level, performance management provides you with the feedback, so you will fully understand where you are, and helps to identify the training needs and its solutions. A good performance management gives employees a chance to improve themselves, to excel, it enhances their self-belief and motivation.

There are numerous management theories that say people should know their goals. By establishing a clear goal and objectives, employees can understand where they must get, where they are now and what needs to be done to get there. This is very important for employees.

Also, the system should be fair and employees should be rewarded for their performance. If the system is not reinforced by rewards, employees might ask themselves “why should I work hard, if my colleague who is not working as hard as I am receives the same benefits and compensation?” If this sort of process is not clear and fair, and a performance-oriented culture is not nurtured, the performance management system cannot work for you, it cannot deliver. 4. What are the 2014 key trends in Performance Management from your point of view?From my research and training experiences, and from the conversations I’ve had with different executives at the Jeddah HR forum, as well as from the recent Saudi context I am involved in, I think that performance management is slowly becoming more and more important for organizations in the Middle East and it is being increasingly highlighted.This means organizations want to deliver and they want to develop some kind of measurement tools. In terms of how this is going to happen, how they are going to change their organizational culture, probably only time will tell.There are examples of companies such as SABIC, ARAMCO and other big companies which have very good systems. But the problem lies with the small and medium sized companies and family based companies which lack professionalism, and the inherent complex culture impedes the process of change. These companies are more interested

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in continuing with the existing system rather than in making any changes and taking on these challenges. In 2014, what I have observed is that there have been changes in companies and many of them are more interested in CSR. Government sector is also adopting performance management in a big way, and recently they have made announcement in this regard. Also, employees need more training, and they really want to improve themselves.

5. What aspects of Performance Management should be explored more through research?As I already mentioned, the linkages between performance-based rewards and employee performance, as well as culture and performance management relationship needs to be more explored to decipher the dynamics of contextual environment.

In order for a performance management system to work, the culture should be changed. So, change management is intertwined with performance management. This is one area which needs attention.

Companies today are implementing appraisal systems, and many aspects related to this can be emphasized. 360 degree appraisal system and behaviorally anchored appraisal system are other areas which need to be explored in Saudi context. 360 degree should be used not necessarily for evaluating rather than as a developmental tool. The company should be very professional, in order to handle 360 degrees evaluations. So, it is a challenge for Saudi companies and the Saudi context.

6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?As I mentioned before, there are the companies like ARAMCO or SABIC, for example. Here I could add Mobily, the telecommunication company as well. Mobily is using force distribution system and numerous performance-based bonuses are offered. These are some examples of companies which are moving towards rewarding their employees for the right kind of behavior.

Government Companies, such as STC – Saudi Telecom Company, Saudi Electricity Company are also now adopting some kind of force distribution system. So, they have already defined good and poor performers.

It is also true that when it comes to the implementation part, many companies do

not have that kind of speed to go ahead. You know, nobody wants to antagonize their employees.

Many companies look at the larger interest of the company despite having an appraisal system. HR managers have tough time managing appraisal system, and are not happy with this kind of arrangement but they don’t have the choice as their CEOs don’t want to strictly implement it. When the company is doing fine, they are ready to adopt poor performers and don’t want to invite any kind of trouble.

7. Which are the main challenges in today’s Performance Management practice?Firstly, the lack of commitment of the leadership, or management, in implementing the performance management system is a challenge. Secondly, the lack of an appropriate performance management tool which suits their exigencies. Thirdly, it is about how you administer these tools – unless you have a good organizational culture, the system will not work. You can pay someone to design the tools, you will receive them, but due to a faulty administration, they will fail. The fourth area is related to the employees, in terms of how they react to the performance management system. A lot of employees start complaining about the system’s lack of fairness or other issues. Finally, the fifth area is feedback, as a part of employees’ development (evaluation, followed by training identification).

8. What do you think should be improved in the use of Performance Management tools and processes?I think in the end it all comes down to its administration, because if you have designed a very good system, with very good tools, you have to make sure it is aligned and to find the right kind of environment

before implementing it. Many times, either the communication is missing, or the readiness and acceptability from employees are missing. They are not prepared for it.

It is difficult to get their buy-in, as everyone looks and wonders “what is in it for me”. What you have to do is to develop a very positive, proactive work environment. You have to sell your idea as well, and this requires commitment from the top management. Always send people the message that performance will be rewarded fairly, not the “Ok, we’ll see next year” type of message.

Bringing fairness is a very important issue. Many times, for example in the Saudi culture and working environment characterized by the existence of many family businesses, there appears a form of nepotism that we call “wasta”. You should always listen to people and be politically correct.

You have to create a performance oriented, proactive and professional culture and then you can go for any kind of tools. And even if you don’t have any tools, people who work hard will deliver. The children are good and they will study. No need to say “Yeah, I am going to see who is doing right and who will get the chocolate”. Creating this culture is the challenge.

I can give you an example from Oman, where I taught a couple of years ago. There, at Oman Telecom, family members cannot work together. So if you work for this company, your son or your wife cannot work there, in order to avoid the “wasta” we were talking about earlier. So, they have very specific policies in this matter.

Companies today want to change, and this means they are on the right track, as they have probably seen the entire world is changing. But how fast should change occur, that is the question. We cannot expect very radical result in terms of changing, but these are the areas which need attention.

9. What would you consider best practices in Performance Management?As a best practice, I believe you should first identify what kind of system is going to work for you, you have to look at your organization’s structure and other such prerequisite aspects.

Establishing your mission, goals, and then, knowledge of the job is also important. Then you must plan for this, and the planning part is very important as well. Then, we talk about execution, assessment, review and finally, there comes the renewal part. The best practice is to develop all these stages.

In order for a performance management system to work, the culture should be changed. So, change management is intertwined with performance management. This is one area which needs attention.”

“

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360 degrees evaluation is a good practice, but it is not for everybody. If you have very committed employees, then fine. Some other times, the exercise is missing. After assessment, training must be done, and managers play a crucial role here. It is about nurturing a training and development culture.

10. Which aspects of Performance Management should be emphasized during educational programs?One aspect is represented by, as I mentioned before, the prerequisites of a performance management system: how it is connected with the environment, with the organization’s mission and goals. Secondly, I talked about the need to have clarity when it comes to the requirements, both in terms of results and behaviors. Students must be aware of the performance planning part, what exactly is required. Thirdly, the performance related tools is another element any performance management student should learn. They need to know what type of tools can be used and how to adapt them. The most important area, the forth one, is execution, upon which both managers and employees should have clear understanding. The enforcement of behaviors can be another area, which is included in the execution one. The fifth area I have identified is the performance appraisal review. You sit together and identify where you have missed the bus. And the last aspect is the overall developing and renewing the whole exercise. You may have missed something. So, in any performance management process you have to renew, you have to relook, reconnect, in order to make sure that the performance management process is realistic and aligned with your strategy.

11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?As, I understand, you mainly refer to performance managers, this sort of practitioners. All right, let me present you a situation. Nowadays, performance management as a subject is being taught to students who do not have an HR major. So, I teach non-HR majors a performance management course. They are going to have a Bachelor degree in Business but they are not going to be only HR managers. When entering the job market, these managers need training. So a very important area is exactly this one, training. Educating the

practitioners, training them and sensitizing them is essential for developing their proficiency.

In Saudi context, I could say a problem is the lack of literature in Arabic. As English is not their native language, Saudi practitioners could find Arabic books useful for developing their proficiency.

12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?Designing a good system performance management tool is one of the important areas, connected with the business strategy. Secondly, as I already discussed, is the administration part, when input has to be offered. Practitioners should be trained in better administrating the performance management system. The third aspect is how to reach to all the employees. The last one is connecting the whole system: understanding where you started, learning from the exercise and identifying improvement areas. I think these aspects are very important in order to improve your performance management system.

13. What is your opinion on the emerging trend of measuring performance outside working hours?It somehow curtails the time available for your family. But sometimes, measurement is becoming global, and you don’t have a choice. Nowadays, we are highly connected. But, of course, working hours are working hours. Also, the employees understand now it better. Like here, for example, I am sitting with you. It is beyond my working time, for example. I’ve just came back to my home from the college.

So even if we want it or not, we will work after the schedule. At a certain point, this is going to happen. But your time, your family life, this has to be respected. And the most important issue, moving in today’s age of global connectivity, we cannot say “No, my job stops here”.

14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.I do keep a chart that includes my deadlines, it lets me know when I have to be somewhere, what I have to do and so on. I do not use very well-defined tools, but yes, I do use something like this for a better clarity. And in today’s world, we can use many tools, especially since we have gadgets like IPad and smartphones and all the technology are

easily available.

15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?Personally, I feel this balance is very important because, ultimately, you do it for yourself. And for your health. I mean physical health, mental health, spiritual health, and social health. If your mind is thinking well and your body is rested, then you can deliver. Otherwise, not.

Creating work-life balance is very important issue. And it all depends on the work. Nowadays, many companies are offering services in the area of work-life balance, by providing support for families and other errands.

As professors, for example, we often work late at night, for finishing different research papers, or for grading papers at home or other similar tasks. Sometimes, we are not visible at the office, but we are working. And that is a kind of a trend nowadays, when people work from home and use telecommunication tools, they need support to make it more pervasive and effective.

Companies should facilitate that employees have enough time to take care of his or her family, and allocate enough time to take care of all his or her personal work as well. Also, they must be paid fairly.

I personally enjoy my work as I haven’t gone to corporate. Because I know I have to give more time there. So, I have chosen a vocation where I can have control over my life in a better way. This is very important.

16. We are developing a database of Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance)I’m missing the names, but there are plenty everywhere. You’ll find in Europe, in the US as well. Plenty of programs. And then, many universities are offering Masters in HR or Organizational Development. Performance management, Change management, Design and Performance management have also become very important.

The course that I am teaching here in Saudi Arabia is related to HR performance management, and students can choose it as an elective. In Jeddah, the College for Business has a Master program in HR. And I’m very sure they are having performance management as a full course there as well.

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Performance management is part of the daily work, and daily work is managing performance.”“

Academics

Interviewee name: Mohamad Yassine

Title: Director of Institutional Effectiveness, Adjunct Professor

Organization: Gulf University for Science & Technology (GUST)

Country: Kuwait

1. What does the term Performance Management mean to you?Performance management, to me, is basically an integrated function that seeks to successfully capture the business value proposition of the company, the fond in the organizational business strategy. And this happens through thorough execution, and alignment of the business objectives, and the incentives of the stakeholders throughout the organization, all the way down to employees, and linking that to the daily activities. Performance management includes building, and maintaining, the organizational infrastructure. It also includes training and coaching employees, and keeping the right information, which is very important to the right stakeholders, at the right time.2. What drives interest in Performance Management?Well, not only nowadays, always, and it will always be this way: what will drive interest in performance management is basically competition, harsh competition, and profitability, because it’s at the end of the day, no matter what type of approach, or balanced approach you look at, the business is always generating money, and the due amount will basically be the final decider. Also, another renewed interest in performance management is the need for more transparency and accountability alongside, nowadays, compliance with regulations. It’s also another reason, or another driver, for performance management.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?Organizations are operated by employees, which are usually organized in departments, or units. So, ideally, each employee contributes to the performance of his/her unit which, in turn, contributes to the performance of the organization. That’s the simple physics of the problem. So, a successful performance management system should capture explicitly this relationship, and it should catalyze and improve the performance, by showing each

individual and each department what role they play in the big picture.4. What are the 2014 key trends in Performance Management from your point of view?In 2014, the main trends were a continuation of the previous trends, which are mainly new developments in the IT sector, or are affected by the new developments in the IT sector. Specifically speaking, the new trends in business intelligence, big data analytics, also business mobility, for example, are very important nowadays, as most businesses, and most tools, are mobile. Also, a lot of data is being generated nowadays and it makes sense that, through business intelligence, it is being used for performance management. So, that’s the main new trend.5. What aspects of Performance Management should be explored more through research?I think that some of the most important aspects that should be investigated more is how strategies between performance management, and other emerging business practices, such as HR talent management, for example, can be captured. That is the synergy between talent management and performance management. How employee incentives can be successfully aligned with performance, and organizational incentives, without negatively affecting the performance itself. Or, maybe, without also triggering unfavorable behaviors of employees, such as gaming. Also, some of the important aspects that need to be investigated are how the investment costs of setting a performance management can be further minimized or even, at least, optimized. How performance

management can achieve the state of the art learning environment and adapt to organizations which, basically, utilize and disseminate knowledge effectively. These are, pretty much, what I think about the current, most demanding aspects that need to be investigated through research.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?There are plenty of examples, of course, but this is something that I had recently looked at. I would suggest to look at what the higher education sector is doing with performance management because, with the shrinkage of funding, higher education institutions really came under huge pressure to optimize their resources, and to know where to allocate resources, and this triggers huge performance management initiatives. As we all know, higher education institutions are big organizations, and they tend to be very complex, and very rigid in terms of structure. Also, another industry I would suggest to look at is the healthcare industry. What these people are doing in performance management, and the reason why they are doing a good job, is because it’s a big industry and they want to minimize risk. They always seek to minimize risk, as it is related to human health, and they are really doing some good work in terms of performance, and enterprise risk management. One company I suggest to look at Comic Relief, which was founded in the ‘80s. Comic Relief is a non-profit charity organization that managed to really stick to the state-of-the-art strategy and performance management systems. It became one of the leading and innovative charity organizations in the United Kingdom. Of course, there are many other examples, but that’s pretty much what comes to my mind.7. Which are the main challenges in today’s Performance Management practice?The main challenges are always related to humans, aren’t they? And that’s basically something that, typically, we face every day: the resistance to change, to accountable teams and transparency, the resistance to learning, because with performance management, and the new tools of performance management, people are demanded to learn more. And, usually, people are not happy about learning more. People like to remain in the comfort zone. So these are the main challenges I see. Of course, there are some of the hot challenges in terms of competition, and budget which, again, are physical challenges. Major challenges that I see is have to do with resistance and organizational culture.

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8. What do you think should be improved in the use of Performance Management tools and processes?I think the user interface, the user friendliness of the concepts of performance management definitely needs to be improved. Performance management is seen as a very hard thing to do, and something that we should do on top of our daily work. When performance management is introduced to the user, a coherent framework of the way of doing work should also be introduced to that user so that he does not have to do performance management beyond and above the daily work. Performance management is part of the daily work, and daily work is managing performance. So, that is one aspect that I can see that should be improved in performance management. Another thing is, and I know this might be hard, the standardization of performance management, maybe not as status scope standard system, but maybe as a multiple system of performance management, that really looks for the needs, demands, and requirements for every institution or organization. In terms of tools, I think we are doing well. In terms of technology, as far as performance management is concerned, it is, in fact, even ahead of us. Whatever technology you want, whatever data acquisition system you want, you just name it at whatever provider you want. You can have it. It is not about technology anymore. The bottom line, now, is in the user and in the operator. 9. What would you consider best practices in Performance Management?The practice of performance management is very context-dependent. But I would say the best methodology of performance management, or best approach, is that which really simplifies the problem, simply simplifies the performance management in the eyes of the user. It delivers consistent results and it connects daily operations with long term strategy. Those are, I think, the main criteria of what a good performance management should achieve. You can have the most sophisticated performance management system and, in terms of design, it’s really doing a marvelous job. But once implemented, it could fail. I would give the example of GE. The company GE is one of the leading technology companies in the world. They have a very simple performance management and goal setting system that was developed by Jack Welch himself. He basically demanded that the strategy, or the objectives, of the unit should not exceed one page. And measures and achievements should be another one page. And the reason for this is that he wanted to emphasize that the performance management system is not another documentation requirement, but it

is a tool that needs to really make you think about tomorrow, and think about how I am going to get there, and how I know what I have there.10. Which aspects of Performance Management should be emphasized during educational programs?I do not think that an undergraduate level education in performance management is sufficient. Maybe, a Masters’ level of business administration, or project management, so to speak, is. This is what I think of, in terms of graduate education. But, in terms of bodies of knowledge, I can rephrase this question: what bodies of knowledge I think should be included into the performance management body of knowledge? I would look at, for example, Quality Management, of course. That is one important field, in terms of managing performance. Another is Information Management Systems: looking at how information can be managed, accessed, retrieved, and communicated. That’s another important thing. Of course, strategy, operational research and management, data analysis, software design, all of these are really important aspects that should be part of the education, in terms of performance management. And, again, we should focus on who is the audience. Are we talking about the user, or the practitioners? We are talking about practitioners.

To summarize, strategic and operational management, performance research, or operational research, quality management, data analysis, information management, innovation, a structured enterprise should all be considered in the educational programs of performance management.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?How are you measuring proficiency? If we are measuring proficiency in terms of exam grades, I think they’re limitless, because it depends on the exam, doesn’t it? The limit, in that case, is the exam certification and the skills of the practitioner. But, if we are talking about limits in terms of actual results, there would be, theoretically speaking, two poles to the limits. There are hard and soft limits. I would group technologies, systems, and processes, in the hard limits category. And I don’t see limits in here. I see no limits in the current, and the future, trends in technology, as far as performance management is concerned. In the soft factors, or aspects, category I would group competencies, people and managing change, managing the market, surviving the competition. Competition, nowadays, is very harsh. And employees, talent migration, or talent retention is a major issue. A company can develop a system that is championed by

one of their key thought leaders, or thought leaders, as we call them. However, tomorrow, this employee might leave somewhere else. And these are the real challenges to a team: the ability to team up change agents, system architects and competencies.12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?I wouldn’t say that technology is a main aspect anymore because, you see, technology is in excess. I think the main aspects nowadays are talent, competency and, basically, surviving the competition, or being competitive. Let’s frame it as competitiveness, effectiveness, talent and sustainability.13. What is your opinion on the emerging trend of measuring performance outside working hours?I think it’s a great idea. But, of course, it does not come without a risk free tag, doesn’t it? It’s really interesting. Actually, I’ve just ordered my Fitbit Tracker yesterday. And it’s a great idea to have these things. But, again, we are generating tons of information about ourselves. And the way this information is being used, regarding identity, and personal security, isn’t truly clear. However, I think that the issue of security, personal identity, and all this type of information classification, will become irrelevant because of the internet. All things, and all the developed interconnections, our online identity, is revealed more with every hour and, whatever information you need to find about somebody you’ve seen, you can just Google that person’s name and find it. So, I think we should worry less about information security nowadays, and focus more on how to utilize this. And I’m totally for this type of personal performance management, as long as it’s really tied with true science, and not just another scam or a hoax.14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.Well, I keep talking on my cell phone nowadays, don’t I? How many steps have I been going back and forth? There are a lot of trackers embedded in cell phones nowadays and, without mentioning a brand, most of the trackers are really not very effective, unfortunately. However, tracking your sleep is a good idea because I’m sure that if you live on Earth, you like sleep, don’t you?

Our sleep might be, and is, a KPI of performance, personal performance. There are truly plenty of things that, in terms of personal devices and personal trackers, will really change the shape of human interactions, and of humanity. I would just give it another couple of years, 2 to 3 years, and this is really in terms of personal devices, personal trackers,

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connections for whatever censor, wherever you want. Specifically, because I’m tightly informed in science, with the development of Nano-technology. Nano-technology offers great, and efficient technology in terms of data acquisition and, basically, all these types of things. I would use whatever tools that are, in fact, available, in order to measure performance or, at least, try it and see if I like them because my personal goal is to be the best I can. And I need to manage this.15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?There is one piece of advice I always give to my employees. And this is what I tell them: The day I’m going to die, if I don’t die, I will be working. So, work is never finished. We package work into projects, into activities, but work is always there, and it will always

be there. And one day, if you don’t die, you’ll most likely be sitting at your desk working. Therefore, in order to manage and to succeed at work, and in your personal life, do not focus on work, focus on your personal life. In order to get better performance at work, give your employees training outside work. Let them learn music, focus on something that they love so that they excel on other parts because you are the same person outside, and inside the working environment, and, whatever you do outside, will affect your work. And whatever you do at work, will affect your life. So, my piece of advice is to focus less on work, and focus more on life, so that you succeed more in work, and in your life.16. We are developing a database of Performance Management subjects and degrees. Which are the subjects/degrees you have come across and at which

university? (i.e. subjects or degrees such as the Masters in Managing Organizational Performance).Good degrees to look at are those in high educational leadership and in workforce development. These are really good places to look at. I would add to this, of course, all those that have a Master at the postgraduate level. I would add to these degrees, or programs, those that have to do with business sustainability. It’s a very new, emerging concept in terms of sustainability, morals, environmental aspects, environmental sustainability, and try to embed these in terms of business sustainability. I would add also to this a degree in industrial engineering that focuses on lean management, lean production systems and lean transformation. All these fields are very important. They have, in fact, contributed to develop my skills.

Consultants

Interviewee name: : Jihan AlSherif

Title: Principal Consultant - Business Transformation

Organization: Software AG

Country: Bahrain

1. What does the term Performance Management mean to you?Performance management is the link between delivery and improvement. 2. What drives interest in Performance Management?Without performance management, you are driving blindly. Performance management provides insights into the organization’s performance. This will drive the organization to understand its weaknesses, and focus on what matters. Digging deeper into the performance management results, will allow the organization to understand the root causes, and the driver’s model of why they are performing the way they are. This will allows the organization to address the right issues, and capitalize on its strengths. 3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?To gain the full benefit of implementing performance management, it is essential to cascade the performance management framework and implementation to all levels in the organization. Without providing a line

of sight through all levels of the organization, it will be hard to understand the true root causes of performance issues. Moreover, this will reduce employees’ commitment, and impair their understanding of how their work is contributing to the overall organization’s objectives. Having said that, this does not mean that you need to implement your performance management initiative at all levels of the organization from day one, but rather follow a phased approach to ensure the success of this key initiative.4. What are the 2014 key trends in Performance Management from your point of view?The use of big data in performance management to provide insights and analytics is definitely one of the main trends of 2014 and beyond, which will continue to evolve. Another trend would be data visualization and telling the story behind the numbers. It is absolutely crucial that employees, managers, and executives are provided with the results of performance in an easy and understandable way, using tools that provide the data in a more intuitive, more graphical, and highly interactive way.

5. What aspects of Performance Management should be explored more through research?Integrated performance management: an integrated approach is extremely important in telling the story behind the performance numbers. There are frameworks out there that create the link between strategic objectives and KPIs, as well as emphasize on cascading the measures to the various levels of the organization. I have been using Kaplan and Norton Balance Scorecard approach for this with the various clients I have worked with.I think the matter needs to be researched to provide more ideas and frameworks that work for the various organization sizes and industries. Also, having software tools that visualize the process and provide ease of implementation with the intelligence to cover gaps in the implementation and highlight potential risks would also be useful.

As I said, this already exists, but I think we need more research into it and its various aspects, to provide practical implementation frameworks accompanied with intelligent tools.

Predictive analytics: in today’s performance management world, numbers are being provided of past performance, and analysis is performed on those numbers to make certain decisions. But we also need to get closer to real time analysis, and predictive analytics. This would be primarily driven by big data analytical tools, and powerful IT infrastructure in place that is agile to provide real time analytics, and predictive analytics. This should not be only about IT, but also about the accompanied business framework and processes in place to support this environment, and make use of the

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PERSPECTIVES


results provided to steer your organization to achieving your objectives.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?N/A7. Which are the main challenges in today’s Performance Management practice?Lack of Buy-in: stakeholders not understanding the objective of this initiative or, even worse, use this initiative to increase the gap between departments in creating silos. Moreover, lack of buy-in will result in lack of commitment and reduced value. Securing buy-in, and ensuring that the objective is clear, realistic, and constantly communicated is crucial to the success of performance management.

Institutionalization of performance management: in some of the implementations I have seen, KPIs and performance management is only used for executives and senior management. We need to ensure that we tackle performance management in a way that reflects the true performance, and ensure that we understand the root causes behind the results.

The story behind the numbers: Often, performance management is perceived as complex reports with graphs, and discussed in long and boring management meetings. And each of the managers needs to stack up their ammunition and reasons of why the results are the way they are. This is all counterproductive, and does not reflect the true value of performance management. Unless the implementation is truly about understanding the story behind the numbers, and working together to improve the performance without pointing fingers, the stakeholders will lose interest, and the value of the implementation will diminish with time.8. What do you think should be improved in the use of Performance Management tools and processes?•Ease of use; •Simple and integrated processes;•Data visualization; •Paying special attention to buy in and change management. 9. What would you consider best practices in Performance Management?•Linking performance management to the organization strategic objectives;•Provide a clear line of sight between the various levels of measures; •Focus on buy in and change management; •Adopting a phased approach; •Ensure that we measure what matters;•KPIs should be SMART;

•Don’t show numbers and graphs, tell the story;•Communicate, communicate, communicate.10. Which aspects of Performance Management should be emphasized during educational programs?Change management: one of the most important aspects of implementing any management framework is the change management in order to ensure that you understand the environment and implement the right solution. Some of the aspects I have experienced are:-Performance reviews are not the same as performance management: this is a major misconception that I have seen in many organizations. From what I have seen in some organizations, the performance reviews, or appraisals, performed by HR are considered performance management. In fact this is only one part of a much bigger framework. -Performance management is not a means to expose anyone: one of the major obstacles in performance management is using it as a stick that promotes a blame game.-We are all one team: understanding that we are all part of the value chain, and that we are all impacting each other’s work directly, or indirectly, is essential. -Understanding the objective of performance management is important, so we don’t lose sight of what really matters.Process and framework:-A customized framework and processes should exist in order to detail the implementation, operation, and governance of the performance management function. -Performance management is all about the people and the processes, more than it is about the tools, meetings or reports.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?N/A.12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?•Assigning clear roles and responsibilities; •Provide the right reporting structure; •Decision making;•Follow through to closure. 13. What is your opinion on the emerging trend of measuring performance outside working hours?N/A14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.A few years ago, I started a simple system I developed myself. It is based around using

a mind map of what I would like to achieve, and what I am committed to. By using the mind map, I would dig deeper into the various goals, and assign various measures. I would review this mind map, and add my notes. The reason why I like this system is because of its simplicity, and the fact that every process is visually presented.

Of course, I can change the goals, and the measures, based on the changing priorities of life. 15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?In my opinion, there is no such thing as work life balance, in the sense of a day to day balance. It is all a matter of priorities. If you work hard, and stay focused, then, most of the time, you won’t need to spend extra hours. Of course, sometimes we need to spend more time at work and, in this case, your family and friends (your support system) should be able to support you. Overall, and over time, you need to strike the right balance, depending on what matters to you and, of course, considering the changing priorities of life in its various phases.16. As a consultant, what are the most common issues that your customers have signaled, related to Performance Management?•Lack of buy in and change management; •The collected performance results are not reflecting what is really happening; •Rigid and inflexible performance management system in place; •Lack of use of performance management tools (for data visualization and /or managing the performance management process, as a whole);•The presence of dependencies that are limiting the performance, which are not captured in the process, or are not acknowledged; •Lack of governance;•Lack of an integrated approach and the presence of silos strengthened by the introduction of performance management.

Performance management is not a means to expose anyone: one of the major obstacles in performance management is using it as a stick that promotes a blame game. We are all one team.”

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Visual Summary

Legislated Plan

AROUND THE GCC

PERFORMANCE MANAGEMENT IN 2014: GCC SPECIAL EDITION 31

AROUND THE GCC

In 2008, a performance management system was implemented within all Federal Ministries and Authorities, under the power of the Federal Decree Law #11. Although simple in structure (objectives and competencies form its main body), the Employee Performance Management System was shaped after the latest managerial concepts available. Its annual cycle starts with a strategic planning process and ends with the employee performance ratings. Needless to say, the system provides a fair, transparent and accurate evaluation of the performance levels within Saudi Arabia’s public sector.

When Kuwait’s Government, together with the United Nations Development Program, launched the “Support the State Audit Bureau to develop a performance management framework” initiative, several of the country’s public sectors agreed to be the first ones to test the new system. Thus, the Education, Health and Oil & Gas public departments are to benefit from improved accountability, reduced corruption and increased overall performance. If proved successful, the performance management system will be extended to all governmental entities. Results registered so far have revealed that the system has not only been successfully implemented, but it has already delivered the expected outcomes.

After acknowledging the need to improve their processes, numerous public entities in Oman have embraced a performance management system. The most recent

The countries of the Gulf Cooperation Council have stood out, more than once, as excellence models within the Performance Management field, either at corporative, or at governmental level. The implementation of performance-related systems, tools and techniques at national level is prone to extensive research, as these countries can be considered innovators and thought leaders within the domain.

The section which ensues offers details about Performance Management in all the GCC countries, as well as their systems’ main features and benefits.

While the first part comprises an overview of performance management at governmental level in Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and United Arab Emirates, the second part analyzes their legislation more profoundly.

All the information was gathered by using only official Government websites and it was correct at the time of this research (January, 2015).

In Bahrain’s public sector, the majority of the performance management related issues and policies have been adopted, since 2000, with the support of the Economic Development Board (EDB). Amongst its many accomplishments, the Government, together with the EDB, implemented reforms within the economic, financial and educational sectors. Currently, progress is made towards achieving the Economic Vision 2030. The eGovernment Strategy Plan for the 2012-2016 period embraces a performance management system which aims to achieve balance between internal reforms and external future investors.

one was implemented in 2014 by the Civil Aviation Authority. To prove its value, the system has been described as “a vital mechanism for communicating responsibilities and evaluating achievement” by the chief officer of the Human Resources Department. In another governmental sector, a performance management system handles activities, reviews and strategies to improve processes in the Public Authority for Electricity and Water sector.

The Qatar National Vision 2030 launched an ambitious public sector development and modernization process. Aiming to create effective and efficient services, developed human capital and modern public departments, Qatar acknowledges the need to implement a comprehensive performance management system which will completely meet the country’s needs. As simply analyzing other countries’ systems is insufficient, Qatar embarked on a long-term mission to design a performance management framework which is perfectly aligned with the country’s vision needs.

Following the success registered by the implementation of Adaa, the first performance management and measurement digital platform in Arabic, the UAE continued its initiatives with the inauguration of Adaa 2.0 in 2012. The system is extended to all governmental departments and it provides the UAE with vital information and analysis on advancing processes. The image it provides reflects the country’s state of development, both at internal and external level. Adaa 2.0 proves that UAE is following the right path to transform its National Vision 2030 plan into reality.

Oman

Kuwait

Qatar

United Arab EmiratesBahrain

Saudi Arabia

Country Profiles

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Country Legislation

CategoryCountry NotesKingdom of

Bahrain

Kingdom of

Saudi Arabia

Plan

Legislated

The Economic Development Board (EDB) was born in 2000 with the purpose of creating a bridge between external future investors and internal government reforms and initiatives. Although the EDB does not create policies by itself, it supports the development of new policies through its actions. The agency focuses particularly on the economic sectors which reveal great investment potential for Bahrain, such as the financial sectors, professional services, manufacturing, ICT, logistics and transportation. Since its creation, the EDB has significantly assessed and improved the public sector. Some of its most notable accomplishments are:

- The economic reform (2000);

- The development of a legal framework for economic sector advancement (2002);

- The labor market reform (2004);

- The education reform (2005);

- The development of a strategic growth plan on a wider time base;

- The creation of a performance system that assesses and ranks Bahrain at an international level, in

collaboration with the government;

- The Economic Vision 2030 strategic plan.

The Performance Management system implemented with the help of EDB makes use of social and economic indicators, thus providing data about performance within both the government and the private sector. Its main objectives are to help Bahrain climb the international country ranking scale and to have a clear vision regarding the Kingdom’s weaknesses and strengths.

Sheikh Mohammed bin Essa al-Khalifa describes the performance management system his agency implemented: “We are constantly striving for higher performance and higher accountability, and one way we do this is by having a clear performance-management system. What does that mean? It means that we have annual operational plans with clear deliverables for each department and that every employee knows his or her part in meeting the objectives of the department [...] I think one facet of a performance management system is having good communication methods to align the management team and ministry employees around the vision and strategy for reform and to help them understand where they fit in”.

The Kingdom of Bahrain also embraced a performance management system in its eGovernment Strategy plan for 2012-2016. The project’s progress is being evaluated with the use of KPIs grouped according to established objectives. Some of their strategic objectives and related KPIs and targets are:

- Increased society participation and engagement (KPIs here are eGov program awareness increased to 90% and 50% of government entities interacting with clients on a weekly basis through social networks);

- Improved national e-literacy and government IT skills (KPIs: 150 government employees trained on eGov specialized disciplines annually and 5000 nationals trained on IT/eGov foundational topics annually);

- Greater innovation and entrepreneurship (with the following specific KPIs: 3 eGov related projects seed funded at BHD20,000 per project annually and 5 Apps developed based on open data).

Sources:http://www.bahrainedb.com/en/about/Documents/index.html#.VLUGanurFMkhttp://goo.gl/hXirlvhttp://www.ega.gov.bh/wps/wcm/connect/1f75f0004af9c3b2b84cb978e38c6a11/eGov%2BStrategy_Brochure_Eng.pdf?MOD=AJPERES

The Federal Authority for Government Human Resources passed, in 2008, the Federal Decree Law #11, which applies a performance management system on all Federal Ministries and Authorities. Saudi Arabia’s Employee Performance Management System (EPMS) was developed taking into consideration all the modern managerial concepts available. Its guiding principles are:

- Strategic alignment: each employee’s input is cascaded and aligned with the government’s strategic direction;

- Management by objectives: employees take part in two main processes, namely establishing objectives and strategic planning;

- Continuous feedback: employee performance is increased by “fair, accurate and proactive feedback from line managers;”


AROUND THE GCC

Oman Legislated An important national institution that has incorporated a performance management system is Oman’s Civil Aviation Authority. The system, launched in 2014, will reward all employees with good results after an annual performance review. Dr. Rashid Mohamed Al Ghailani, Chief Officer of the Human Resources Department, explained the system’s purpose and goals: “On behalf of the management team, it gives us great pleasure to launch the new performance management system which provides a vital mechanism for communicating responsibilities and evaluating achievement.”

The Public Authority for Electricity and Water (PAEW) is another institution that has implemented a performance management system after recognizing the need to considerably improve its activity.

Country Legislation

CategoryCountry Notes

Kuwait

Kingdom of Saudi Arabia

Legislated

Legislated

The Government of Kuwait, through the United Nations Development Program, developed a project entitled “Support the State Audit Bureau to develop a performance management framework.” The steps that followed regarded to project’s implementation between the 2009 - 2013 timeframe. The general purpose, as stated in the program, was to increase “effectiveness in monitoring performance and ensuring compliance with anti-corruption regulations and international standards of various governmental entities in Kuwait, [..] enhance the performance audit functions in governance, accountability and overall performance of governmental organizations.”

In order to benefit from an improved performance management framework and to facilitate performance effectiveness, the National Audit Bureau established several expected outputs, all of which, with the exception of the baseline functions, have been successfully implemented:

- The availability of an operational performance management and oversight function;

- A number of Government bodies adopting performance management and monitoring systems;

- A number of Scorecards for each entity and KPI Dictionary;

- A number of agreed KPIs with targets and owners;

- A number of baseline dashboard reports;

- A number of KPIs prioritized;

- The availability of a performance framework.

The resulted system will be then implemented in several pilot Government entities, such as Education, Health and Oil & Gas.

Sources:http://www.kw.undp.org/content/dam/kuwait/documents/projectdocuments/Prodoc_%20State%20Audit%20Bureau_National%20Performance%20Management%20Framework_13Jan2011SB.pdf

- Integration: tracing the link between performance at work and incentives such as pay increase, promotion, training, development opportunities;

- Fairness and credibility: the EPMS must be “consistent, fair and credible,” and all features should be established through “clear standards, policies and procedures.”The structure of this system is fairly simple, as it consists of two main bodies: objectives (the outcome achieved through an employee’s work over a year) and competencies (the tools or procedures used by an employee to complete the work).Over the year, the EPMS passes through 3 different stages: performance planning, interim review (between managers and employees) and annual performance review (split into several segments: review of objectives, review of behavioral competencies and, finally, employee performance rating). The final rating of employees takes into consideration three overall scores: objective score, competency score and performance rating, which are then calculated into a grading system as follows:

- the employee substantially exceeds expectations;

- the employee exceeds expectations;

- the employee meets expectations;

- the employee needs improvement.

Sources:http://www.fahr.gov.ae/Portal/Userfiles/Assets/Documents/35a7b2e0.pdfhttp://www.fahr.gov.ae/Portal/en/news/3/7/2011/al-qattami-performance-management-system-for-employees-of-federal-government.aspx.aspx

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AROUND THE GCC

Country Legislation


Qatar Plan As part of the Qatar National Vision 2030 strategic plan, Qatar started a public sector development and modernization process that will focus on ensuring high levels of government performance. As stated on the government’s official website, “modern public institutions focus on human capital development, practice performance management and deliver public services consistently with efficiency and effectiveness, meeting the expectations of stakeholders.” The State of Qatar has been focusing on the levers that institutions must apply to complete the modernization process, including policy and planning, human resources development, organizational alignment and performance management.

Following a thorough analysis of performance management best practices across other nations, Qatar officials recognized the need for a performance management system to be implemented in its public sector. However, the system must be especially designed for Qatar’s own needs and one challenge is that what may have worked well for other countries could possibly not be successfully implemented in Qatar. Therefore, the public sector underwent an extended analysis in order to identify Qatar’s specific needs for modernization. Three tools have been used for this, namely:

- Documents from former development plans;

- A performance questionnaire sent to all ministries, agencies and supreme councils;

- A survey applied to all public sector employees to assess their work engagement and desire for change.

The result of this investigation consisted in outlining a performance management system that is created around desired outcomes stated in the Qatar National Vision 2030 plan. A set of KPIs will be assigned to measure how public sector performance is affected by specific changes. Still, as mentioned on the eGovernment website, Qatar expects this process to be a long-term one: “Qatar’s public sector will require a phased, prolonged effort to achieve well-planned structural change.”

Source: http://portal.www.gov.qa/wps/portal/about-qatar/Government-Legislatives

Thus, in 2009 PAEW began the implementation of a strategic action plan in its key business areas, as defined by the institution, namely: Operations, Water Quality, Customer Service, Projects Execution, Asset Management, IT, Health Safety and Environment, Quality management and Human Resources Development.

According to its official website, in an effort to stay faithful to Oman’s 2035 Strategic Water Plan, PAEW has so far achieved the following:

- Improving employee training and development, as well as organizational audit and review;

- Enhancing water assets management, with the purpose of reducing leakage and saving water;

- Implementing a 24/7 call center designed for clients;

- Introducing the Quality Management System, an integrated computer software which records

all available manuals and procedures;

- Successfully implementing a Performance Management System.

Source: http://www.paew.gov.om/Mobile/About-us-%281%29/Co-management-contract

United Arab

Emirates

Legislated April, 2007 marked the beginning of the UAE Government Strategy for 2008-2010 project implementation. In order to oversee its progress and results in various government entities, the Prime Minister’s Office developed “an integrated system for managing performance and monitoring the execution of strategic and operational plans.” The system, named Adaa, proved to be highly effective in managing the performance of UAE’s public sector. Therefore, in 2012, a new version of Adaa was released, Adaa 2.0, which shifted its focus from performance measurement towards performance management. According to the Ministry of Cabinet Affairs’ official website, Adaa 2.0’s main goals are “to provide full support to sustain the development of the federal government entities in addition to setting new concepts and technical methods aiming to raise the efficiency and effectiveness of the follow up on execution of plans.”

Adaa is also the first system in Arabic which is designed to measure and manage performance across various UAE public institutions. Its mechanism is very effective as it extends to all levels of a government body, thus enabling a thorough analysis and, ultimately, an appropriate image to support the decision making process, both at internal and at external level.

Oman Legislated


AROUND THE GCC

The new Adaa 2.0 system has the following characteristics:

- It highlights the connection between services integration and strategic & operational plans;

- It records results of the above-mentioned plans together with the financial performance of the institution in question;

- It uses analytical reports to point out eventual gaps or weak areas and provides possible solutions so that government entities can meet their needs;

- It makes use of “multi-dimensional performance indicators (at the areas and branches level);”

- Strategic and operational plans are assigned to a direct owner, thus increasing responsibility and identifying the workflow mechanisms;

- It ensures the risk management of operational plans and their implementation process;

- It provides internal audit for government bodies and secures data integrity through the use of evidence-based KPIs.

The array of KPIs employed is notably vast, as it encompasses a structure for strategic, operational, common, national and other multi-dimensional indicators. An interesting feature to be noted is that Adaa is free to be used by federal entities and it can be accessed across multiple devices, including smartphones and tablets.

Source:http://www.moca.gov.ae/?page_id=615&lang=en

Country Legislation


GCC Insights

The one aspect that is constant, throughout GCC countries, industries and companies is the desire for continuous development. It becomes clear, when scanning through development plans, that going further on with implementing strategic decisions without having a Performance Management system in place is no longer an option.

Thus, whether we speak of the UAE’s Government, Oman’s Oil Industry, the Kuwait Oil Company, Saudi Arabia’s eHealth strategy, Bahrain’s National Development Plan or Qatar’s Public

Sector Performance Management framework, all these initiatives were designed in order to enable excellence, and the importance given to performance-related practices is constant throughout these approaches.

This section offers insight into a specific organization or public sector entity within each of the 6 GCC nations, in order to help readers extract valuable information and good practices regarding either the implementation of these entities’ Performance Management systems or the related plans.

United Arab

Emirates

Legislated

36

AROUND THE GCC

The Kingdom of Bahrain

There is a reason why Bahrain has developed so much in the last years, alongside other Gulf countries, and that is because the Government took a leap towards implementing performance management systems within the public sector.

The steps that were followed by the Government, in order to develop and to structure the public services provided, are detailed within their “Government’s National Strategy for 2016“ report.

Between 2007 and 2010 The Kingdom of Bahrain has implemented its first eGovernment strategy, with the purpose of bridging the gap between the Government and its citizens. It resulted in 4 eGov channels and +200 eServices.

Subsequently, in 2008 they have released a new Economic Vision for 2030 that aims to ensure the Kingdom’s economic stability. One of the milestones for this vision is also the “National eGovernment Strategy 2016”, which stipulates a 6 structured steps approach to governmental performance: Vision, Frameworks, Baseline, eGov Target & Operating Model, Project Charters and Master plan, along with Implementation Requirements.

Their vision stand, as presented in the eGovernment Authority’s “eGovernment National Strategy 2016” report, is: “Achieve next generation Government excellence by delivering high quality services effectively, valuing efficiency, advocating proactive customer engagement, nurturing entrepreneurship, collaborating with all stakeholders and encouraging innovation.”

As stated in their “Government’s National Strategy for 2016“ report, the elements of the Kingdom of Bahrain new eGovernment vision include:“A – Achieve next generation government excellenceD – Deliver high uality services effectivelyV – Value efficiencyA – Advocate proactive customer engagementN – Nurture EntrepreneurshipC – Collaborate with all stakeholdersE – Encourage Innovation”

As stated on the Kingdom of Bahrain’s eGovernment Authority Portal, Bahrain’s 2016 mission is: “To realise the Kingdom of Bahrain eGov vision by defining and managing implementation of relevant strategies, setting and monitoring compliance to policies and

standards, facilitating transformation of services and advocating incubation of next generation concepts, all in close collaboration with government entities and effective partnership with the private sector.” Keeping this scope in mind, there were 8 strategic objectives set, as follows:•“Increased Society Participation and Engagement;•Increased Partnerships and Private Sector ICT Readiness;•Improved National eLiteracy and Government IT Skills;•Heightened Protection of Information and User Rights;•Higher Performing, Collaborative, Integrated and Efficient Government;•Comprehensive and Effectively Managed Quality Service Offering;•Enhanced eGov Channels and User Experience with Increased Service Uptake;•Greater Innovation and Entrepreneurship.”

The Government, Businesses and Individuals are the stakeholders that benefit from these changes.

The Action Plan was translated into several projects split in 3 different categories: Environment, Readiness and Usage.

The Environment category includes items such as the National Broadband Agenda, the eGov Innovation Programme, along with several Strategic and eLaws and eRegulation initiatives. Also, here they have stipulated several participation and engagement programs, along with eGov return of investment analyses and international partnership programs.

The Readiness section includes projects pertaining to knowledge, capability, change, and customer management. Among other projects clustered here, there are IT planning and services initiatives, data infrastructure and consolidation, as well as record management, information security programs, and the eGov Performance Management project.

Last, but not least, the Usage cluster is comprised out of enhancement projects for various channels, portals and services, along with initiatives for Customer Service Quality and service portfolio management.

Every project, comprised within these 3 clusters has an implementation timeline and each strategic objective, from the aforementioned 8, has been cascaded into several Key Performance Indicators.

The following are examples, drafted from the report:“Objective: Improved National eLiteracy and Government IT Skills

KPIs: •150 Government employees trained on eGov specialised disciplines annually•5000 nationals trained on IT / eGov foundational topics annuallyObjective: Greater Innovation and EntrepreneurshipKPIs:•3 eGov related projects seed funded at BHD20,000 per project annually• 5 Apps developed based on open data”

Further on, a target model was developed for encouraging the community to participate and to with engage customers. This required a strong fixed and mobile broadband, so the eGovernment services that will be accessed easily by the citizens, in order to receive feedback and to have an active role in the transformation of their country.

The Government has made a series of solutions available, in order to achieve the planned response. Among them, there are the Open Data Programme and the public, private and hybrid Cloud Computing solutions.

The strategy was completed based on different individual life stages, namely: birth, education, family, retirement, and business.

The “Birth” dimension encompasses health records and services for locating the closest available health professionals for one’s children, while “Education” provides an interactive, digital database that students can access at any time, from anywhere.

The “Family” dimension is comprised of mobile applications for managing utilities payments, along with services for

Governmental Performance Management Systems and National StrategiesCristina Pârvulescu, former Talent Development Specialist, The KPI Institute


AROUND THE GCC

Marcela Presecan, Business Research Specialist, The KPI Institute

The Kingdom of Saudi Arabia

With the fastest population growth rate in the GCC, the Kingdom of Saudi Arabia deals with a most uncommon increase in healthcare demand. Faced with multiple challenges such as fast population growth, the emergence of lifestyle diseases, a vast kingdom geography and the scarcity of medical professionals, the KSA Government acknowledged a need for healthcare performance improvement.

The Healthcare sector in the KSA is managed by the Government through the Ministry of Health (MOH). Approximately 60% of all hospitals within the Kingdom of Saudi Arabia are operated by the MOH and provide basic healthcare services to all Saudi Nationals. In the majority of cases, expatriates have restricted access to public healthcare and, therefore, need to seek treatment from private hospital operators. Other governmental organizations, such as the National Guard, the Ministry of Defense, the Ministry of Aviation and the Royal Commission provide free healthcare services exclusively to their employees.

An overview of the KSA healthcare sector, provided by the Ministry of Health, foresees an increasing demand on the private healthcare operators, as the number of outpatients in the Kingdom tends to outweigh that of Saudi Nationals. Moreover, a comparison in healthcare indicators between KSA and other developed countries worldwide reveals a shortage of doctors, nurses and hospital beds in Saudi Arabia.

To tackle the multiple challenges it is facing, the KSA Ministry of Health developed and integrated a Comprehensive Health Program which focuses on:• Providing care to patients;• Connecting providers at all levels;• Measuring performance;

environmental awareness education, while “Retirement” allows people to manage their pension funds.

Finally, “Business” allows access to the Bahrain job market and permanent advisory for business, through call center services.

Even though the strategy and the steps are clear and concise, getting Government employees to apply all these changes is estimated to take longer for everyone to get used to and to understand, especially with respect to the fact that their performance is now measured according to a standard system.

An eHealth strategy on healthcare performance improvement

At the same time, from the perspective of foreign investments and economic development, Bahrain is known as the “freest economy in the Middle East” according to the “EDB achievements 2000-2012” report, provided by the Bahrain Economic Development Board.

References:eGovernment Authority (n.d)., Summary National eGovernment Strategy 2016, The Kingdom of Bahrain, Available at <http://www.ega.gov.bh/wps/wcm/

connect/1f75f0004af9c3b2b84cb978e38c6a11/eGov%2BStrategy_Brochure_Eng.pdf?MOD=AJPERES>United Nations Development Programme (n.d), About the UNDP in the Kingdom of Bahrain, The Kingdom of Bahrain, Available at < http://www.bh.undp.org/content/bahrain/en/home/operations/about_undp.html >Economic Development Board (n.d.), EDB achievements 2000-2012, The Kingdom of Bahrain. Available at: <http://www.bahrainedb.com/en/about/Documents/index.html#.VSOF2_mUeao>

• Transforming the Health System.The Integrated and Comprehensive Health

Program is efficiently designed around a key enabler called the eHealth Strategy which is based on:• 2 Execution Plans• 5 Objectives• 22 Initiatives• More than 80 Programs and 600 Projects

The eHealth Strategy is supported by a framework that provides architecture, governance and change to the KSA Healthcare System. The framework is centered on a Unified Electronic Medical Record that acknowledges the importance of technology in the structuring and re-structuring of data. The Business Intelligence Solution unifies Health Facilities Infrastructures, National Data Centers, Registries, Repositories and Clinical Applications within an automated framework for clinical data management.

The eHealth Strategic Framework aligned the vision of the MOH: “Provision of the integrated comprehensive health care service delivery model in accordance with the highest international levels of quality”, with the eHealth vision: “A safe, quality health system, based on patient centric care, guided by standards, enabled by eHealth,” in order to create and integrate a 5 year implementation roadmap of the eHealth Strategic Plan.

Through the newly designed eHealth System, the KSA Ministry of Health is planning to integrate a health network that will include more than 3500 facilities which use a single patient record. Identifying the challenges that would hinder such an ambitious initiative was one of the main steps which preceded the eHealth Strategy implementation:Standards and interoperability – defining, monitoring and supporting the adoption of newly formulated standards;Interconnectivity – how to enable all facilities (MOH facilities, Other Governmental Facilities and Private Facilities) to be connected to each

other in order to ensure data exchange and minimize downtime;Unified patient electronic health record – how to facilitate access to data and limit abuse;Coordination and cooperation between caregivers – which IT systems are needed to ensure collaboration;User adoption – providing users with appropriate trainings, overcome resistance to change, prevent lack of communication;Change Management – empowering users and allowing overall contribution;Security and confidentiality – clarifying the ownership of data, providing a legal framework to patients and caregivers;Reporting – providing information in customized ways (performance reports, dashboards, scorecards etc.);Vendor dependence – ensuring availability of expertise;Costs – assessing total cost of ownership, cost benefit, hidden costs and switching costs.

A Strategy Implementation and Project Management Office was set up by the KSA Ministry of Health in order to appropriately address the above-mentioned implementation challenges. The Strategy Implementation Office would:- Support eHealth Operations by aligning people skills, processes, technologies and governance;- Support eHealth Strategy through directing its core dimensions: care for patients, measurement and collaboration, workforce transformation, connection and integration, MOH transformation;- Support MOH 2020 Vision which includes: accessibility, sustainability, quality and safety;- Ensure better planning and delivery of the main strategic initiatives: project alignment with eHealth Strategy, utilization of technology assets, and better value realization by citizens.

Although the implementation of

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Manuel Hila, Senior Data Visualization Specialist, The KPI Institute

Information Technology is expected to improve performance of the KSA healthcare industry, there are some other stakeholder related issues that the KSA Government should focus on and devise strategies for:•Market Structure: considering the high number of outpatients to inpatients in the Kingdom of Saudi Arabia, there is an obvious concern regarding the cost of health services provided. Unless an adequate set of regulations is deployed in order to monitor pricing, healthcare access to private facilities will continue to face lower profit margins and collection delays.• Urban / Rural Healthcare Service Distribution: healthcare services in the Kingdom of Saudi Arabia seem to be concentrated around the main cities of Riyadh, Jedahh, Damman and Kobar. A proportionate distribution of healthcare services in rural areas may provide an important set of opportunities for private healthcare investments.•Disease Prevention: considering the abrupt increase in lifestyle related diseases such as diabetes and obesity, the government needs to undertake active control of prevention through education and corrective involvement.

Oil is considered to be a key component for international politics, powering the industries of many countries, such as the United States, which possess less of this earthly reserve. The countries that export it are equally as important as the oil consuming countries. Variations in the price of oil can have a large impact that can be felt on a global scale.

According to the U.S. Department of State’s Office of the Historian, Kuwait’s oil industry took a major fall during the Persian Gulf War, in the years 1990 to 191, when the Iraqi forces have systematically targeted oil resources, resulting in the destruction of almost 800 oil wells. The aggression results have been catastrophic, both from an economic and ecological standpoint. The economy of Kuwait suffered a steep drop in export revenues, after the Gulf War, due to their inability to compensate for the production differences created by the damaged oil wells. Their crude oil production record, for the 1980-2013

•Healthcare Resources: the shortage of doctors, nurses and related medical staff in the Kingdom of Saudi Arabia is the consequence of qualified staff migrating to Western Countries due to better opportunities. The Government must acknowledge its key role in increasing the supply of qualified medical staff by providing opportunities for training and facilitating career-focused educational programs.•Public / Private Partnerships: due to the uncontrolled growth of the population, healthcare access to public sector hospitals has become an issue of great concern to the Saudi Government. The problem is cost-driven as public hospitals provide quality healthcare for free. The increase in the demand for healthcare services should be regarded as a driver for public/private partnerships in order to create cheaper provisions of care.

As change management is looked upon as a key driver of success, the Government of Saudi Arabia continues to allocate funds to the development of the healthcare sector, along with supporting the initiatives of private operators, in a joint effort to supply the gap of continuously growing healthcare demands.

References:

Ministry of Health (2011), National e-Health Strategy, Kingdom of Saudi Arabia, Available at: <http://www.moh.gov.sa/en/Ministry/nehs/Pages/default.aspx>Ministry of Health (2013), Health Statistics Annual Book, Kingdom of Saudi Arabia, Available at: <http://www.moh.gov.sa/en/Ministry/Statistics/book/flash/1433/MOH_Report_1433.html>Ministry of Health (2013), Media Report on the MOH Efforts of Educating on Diabetes, Kingdom of Saudi Arabia, Available at: <http://www.moh.gov.sa/en/Ministry/M e d i a C e n t e r / P u b l i c a t i o n s / P a g e s /Publications-2013-11-12-001.aspx>Balkhair, A. (2012), The National eHealth Program, Kingdom of Saudi Arabia, Available at: <http://www.itu.int/ITU-D/cyb/events/2012/e-health/Nat_eH_Dev/Session 4/KSA-MOH-Presentation-SaudiArabia FINAL.pdf>Colliers International (2012), Healthccare Overview, Kingdom of Saudi Arabia, Available at: <http://www.colliers.com/~/m e d i a / Fi l e s / E M E A / e m e a / re s e a rch /speciality/2012q1-saudi-arabia-healthcare-overview.ashx>

KuwaitPerformance against odds, a Kuwait Oil Company (KOC) study case

period, is represented by an all-time low of 190 thousand barrels per day, given that their mean production at the time was within the 1500 – 2000 thousand barrels per day interval. The ecological landscape of both Kuwait and the Persian Gulf were severely damaged by the destruction caused by the burning oil wells.

In the period before Iraq’s invasion, in August 1990, Kuwait was a prosperous nation due to its small population and large oil reserves, which generated billions of export revenues. During the mid-1970s, there was a spike in both the global oil prices and the production of Kuwait’s oil reserves, ensuring a wealthy economy for the country. According to the U.S. Energy information administration, Kuwait holds now the world’s sixth-largest oil reserves and is ranked among the top ten global producers and exporters of petroleum liquids.

The Kuwait Oil Company was established in 1934 and in 1946 the first crude oil shipment was inaugurated. Shortly after, new extraction sites were developed and export facilities were developed. In

1975 the Kuwait Government took full control of the company. Later in 1980, the Kuwait Petroleum Corporation (KPC) was established to bring all state owned oil companies under one entity. The mission of the Kuwait Oil Company, as stated on their official website, is to “explore, develop and produce hydrocarbons within the State of Kuwait, the Divided Zone and internationally and so be a secure and reliable supplier to our customers”.

The Kuwait Oil Company (KOC) is part of the Kuwait Petroleum Corporation (KPC) and is the largest fully owned subsidiaries. In 2013 it had implemented a state-of-the-art Laboratory Information Management System (LIMS) for its water handling facilities in its West Kuwait and North Kuwait Assets in order to enhance its laboratory operations.

The system required by the Kuwait Oil Company needed to be flexible, as to meet the changing needs of the laboratories, expandable, as to allow the addition of new laboratories, and to respect the standards and certifications required by the governments’ authorities. Furthermore, the


AROUND THE GCC

preferred technology had to be web-based to allow reduced IT maintenance costs. The project implementation was successful and completed on schedule. The outcome of the LIMS project surpassed expectations and provided many benefits such as:• Improved productivity and lab operations efficiency;• Lab data that is traceable, retrievable and available to all users in a timely manner;• Lab data that is accessible remotely through powerful query tools;• Improved data management;• Improved workload monitoring;• Improved data accuracy;• Improved reporting formats;• Improved laboratory sample lifecycles;• Better visibility to corporate users by integrating the LIMS with corporate systems.

The Kuwait Oil Company also upgraded their pipeline control network in 2013, by implementing the Hirschmann™ Ethernet technology and the Industrial HiVision Network Management System. According to a case study done by Belden Inc., in 2013, the pipeline network design requires data communication, network monitoring and a control system. The networking devices were required to be both robust and resistant to drastic temperature changes and foreign body intrusion. The replacement of network components needed to be easily accomplished by field technicians, thus the entire network structure has been doubled as to ensure that the communication to the pipeline is secured, even in the case of single point failure.

KOC holds an important role in Kuwait’s economy, by contributing to its support and development, creating national manpower demand, maintaining superior technical

and commercial expertise and proactively managing the environmental, health and safety aspects related to KOC’s businesses.

Kuwait Oil Company prides itself with a dynamic and diversified work force representing different nationalities. In accordance with their 2030 strategy, available on the company’s website, KOC is exerting a great deal of effort to increase the oil production capacity. The company displays its growth objectives and elaborates on how each might be realized:1. “Maximize the strategic value from oil”KOC strives to be a secure and reliable supplier, to focus on client needs and optimize the integrated value chain with diverse crude oil products, through increasing their technical capability and operating capacity.2.“Realize the potential of gas”They aim to support the growing energy requirements of the State of Kuwait, by optimizing the production and utilization of associated gas and through maximizing the production of non-associated gas. A subsequent goal is to also support the environmental objectives and the creation of value.3.“Grow reserves for a sustainable future”Through this, KOC aims to support growth through extensive onshore and offshore exploration, through new acquisitions and applying proper reservoir management practices, along with optimizing and promoting a portfolio of hydrocarbon resources.4.“Be an employer of choice”The company increases its focus on talent recruitment and retention, on ensuring a high performance-oriented working environment that motivates and supports the development

of leadership and technical capabilities.5.“Realize value from technology”The aim is following a value-driven approach to research and to support technological solutions through investments, partnerships and technology transfer mechanisms.6. “Strengthen our commitment to HSSE”This implies ensuring that the company complies with World Class health, security, safety and environmental regulations, through defining, applying and respecting policies and standards.7. “Strive for excellence in performance”They strive to create and promote a companywide culture driven by performance, which maximizes value and manages risk. This is achieved through high standards, clarity of accountability and business processes efficiency.8. “Contribute to enterprise and state”Ultimately, the KOC is set to stand out as a positive role model for Kuwait, by being a socially responsible corporation and contributing to the local development.

References:

Al-Salem, J. (2013), Case Study: Kuwait Oil Company, Available at: <http://www.labvantage.com/customers>American University (n.d)., The economic and environmental impact of the Gulf War on Kuwait and the Persian Gulf, Available at: <http://www1.american.edu/ted/Kuwait.htm>Belden Inc. (2013), CS 116E Case Study Kuwait Oil & Gas, Available at: <http://www.beldensolutions.com/en/Solutions-Markets/_Oil_and_Gas/Kuwait_Oil_and_Gas/index.phtml>Kuwait Oil Company (n.d)., Brief History of Kuwait Oil Company, Available at: <https://www.kockw.com/sites/EN/Pages/Profile/History/KOC-History.aspx>Kuwait Oil Company (2012), 2030 KPC Upstream Strategic Objectives, Available at: <https://www.kockw.com/sites/EN/Pages/Profile/Strategy.aspx>U.S. Department of state - Office of the historian (n.d)., The First Gulf War, Available at: <https://history.state.gov/departmenthistory/short-history/firstgulf>U.S. Energy information administration (n.d)., Kuwait crude oil production (1980-2013), Available at: <http://www.eia.gov/countries/country-data.cfm?fips=KU#pet>U.S. Energy information administration (2014), Overview data for Kuwait, Available at: <http://www.eia.gov/countries/country-data.cfm?fips=KU>

Figure 1: Kuwait’s crude oil production

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AROUND THE GCC

Andrada-Iulia Ghete, Head of Benchmarking, The KPI Institute

Oman

A key aspect in determining performance excellence in Omani companies is represented by the implementation of an appropriate performance management system (PMS) that should be coordinated within an optimum HR policy framework. In order to achieve better results, the performance assessment system needs to take into consideration the correspondence between organizational business strategies and human resources management strategies. However, many Omani companies still lack a strong focus of this area.

According to the Ministry of National Economy (2005), Oman has a population of 2.416 million and it is ranked as the third largest country in Arabia. Oman began the commercial export of oil in 1967 and, since then, this resource has been the major contributor to Oman’s gross domestic product (GDP).

Omani companies had to become more competitive after the financial crisis and after the signing of the WTO Treaty, so, therefore, most of the management practices became more flexible and modern. As a result, companies are in continuous search for methods that could increase their performance. Globalization, manufacturing and information technology development represent current challenges worldwide and Oman has to tackle them.

The Omani oil and gas companies try to remain competitive on the market by structures and processes optimization, which helps them increase their customer satisfaction level. However, they face many barriers, such as the lack of qualified local employees and dependence on expatriate workforce for the higher employee skills. Moreover, even positions like HR Manager are being “Omanised”, so firms might encounter difficulties in employing a competent HR manager. “Omanisation” represents the development of local workers’ skills in order to meet market demands.

Oman Oil Company (OOC Group) shows its commitment to performance by focusing on sustainability issues and accountability, by boosting Oman’s economy and by investing in human resources. Oman Oil Company S.A.O.C. is owned by the Government of the Sultanate of Oman.

OOC Group demonstrates its high performance level by focusing on 23

Managing performance in the Omani Oil Industryindicators representing economic, environmental and social fields. Here are some examples of monitored indicators: •Average hours of training per year per employee, by employee category;•Total workforce by employment type, employment contract, and region;•Rates of injury, occupational diseases, lost days, and absenteeism;•Total number of work-related fatalities by region;•Direct energy consumption by primary energy source;•Total number of incidents of discrimination and actions taken.

The vision for Oman’s economy is “Oman 2020”, which focuses on sustainability aspects and sustainable consumption, meaning that the development is supported by a responsible consumption that should not compromise future generations’ needs.

OOC Group’s sustainability objectives focus on:•Substantially Contributing to Oman’s economy;•Investing in human resources; •Becoming a leader in environmental sustainability;•Increasing life quality in Oman.

In regards to the economic sector, Oman’s economy keeps increasing under the coordination of the Government. Oman Oil Company Group boosted the country’s economy as it increased its GDP by more than 520 million OMR in two years, between 2009 and 2011. Moreover, OOC’s investments in the chemical manufacturing sector have increased by more than 116 million OMR (238%) from 2009 to 2011. In addition, the OOC Group aligns to the “Vision for Oman’s Economy: Oman 2020”, which refers to: “Providing appropriate conditions for the realization of economic diversification and working toward the optimum utilization of the natural resources and the geographically distinct location of the Sultanate.”

The OOC Group companies, in comparison with other organizations, are considered to bring the most value to Oman’s economy representing 3.62% of the nation’s total GDP in 2011 and contributing with more than 1 billion OMR in added value contributions.

In regards to performance, one of their management initiatives is focusing on people, envisioning the development of human capital by investment in youth capital and providing job opportunities.

Nine of the OCC companies employed 4,189 direct employees and 5,865 indirect employees in 2011. Moreover, full time employment has increased with 35% from 2009 to 2011. In regards to turnover, it decreased by 48%, thus showing a strong employee retention.

The OCC Group also seeks to raise the “Omanisation” level and their rate for 2011 was 70.1%, a raise from 66.8% in 2009, exceeding the Sultanate’s goal of 35% “Omanisation.”

In 2011, the OCC Group invested more than 5 million OMR in trainings for their employees and implemented a performance assessment tool that helps identify employees’ strengths and weaknesses while taking into consideration the gaps in their competencies.

Moreover, the OCC companies are committed to creating a diverse workforce and they promote the inclusion of female workers in their workplace, increasing their number by 44.9% from 2009 to 2011.

As part of their commitment to health and safety, the OCC group has taken the necessary measures to decrease risk and ensure a safe working environment.

References:

Khan, S.A. 2010, Managing performance: The case of an Omani Oil Company, The Journal of Business Perspectives, vol. 14, nr. 4, pp. 285-293. Available at: academia.edu [October-December 2010]Oman Oil Company 2011, Responsible investing for the future of Oman, Sustainability Report. Available at: <http://oman-oil.com/News/2013/Oman%20Oil%20Group%20Sustainability%20Report.pdf>


AROUND THE GCC

Marcela Presecan, Business Research Specialist, The KPI Institute

Qatar

The State of Qatar is experiencing a period of unprecedented economic progress while strengthening its role within the international community. Due to the tight link between Qatar’s economy and the developments in the hydrocarbon sector, a current uncontrolled expansion in Qatar’s economy could be the trigger for future imbalances. According to the “Qatar’s National Vision 2030” report, issued by the Ministry of Development Planning and Statistics, thus, demands the acknowledgement of the need for a managed growth.

The government’s initiative in this respect, was the preparation of a national strategy that would devise a balanced development, based on performance. For the years 2011-2016, the initiative to support the Qatar National Vision 2030, in all of its formulated concerns, is cohesively formulated, as stated within the “Qatar National Development Strategy” report, issued by Ministry of Development Planning and Statistics.

“Qatar’s National Vision 2030” is shaped around four development pillars, defining Qatar’s national goals: • Sustaining economic prosperity• Promoting human development• Providing an integrated approach to sound social development• Sustaining the environment for future generations

For every pillar, key challenges are identified:- The need for efficiency enhancement in the use of all resources, while ensuring sustainability to economic areas where hydrocarbon resource depletion is still the main source of income;- The need for advancement toward an integrated healthcare system that provides balance among all levels of care;- Addressing critical needs in reforming higher K-12 education, while raising the need for a workforce plan that optimizes skill mix;- The requirement for preservation of traditional Qatari culture and Arab identity in the context of continuous modernization and globalization;- The need for a sustainable water consumption structure through an integrated water management plan;- The challenge of establishing a system for managing results and linking resource allocation to strategic plans through a public

The Government of Qatar – A Public Sector Performance Management Framework

sector performance management framework linking institutional performance to strategic plans and budgets.

The translation of Qatar’s National Vision into a cohesive strategy, by tackling the above challenges, is made by the identification of nationwide initiatives to support national development and growth. The National Development Strategy 2011-2016 is based on a combination of top-down and bottom-up approaches that define:1. National values and long-term goals;2. National initiatives towards achieving the goals within the Qatar National Vision 2030;3. Sectorial priorities, to be integrated into the National Development Strategy 2011-2016;4. Ministerial plans to support implementation of sectorial strategies.

The achievements and economic outlook of Qatar provide a solid foundation for the future, as this country’s economy has grown at an alarming rate. Measuring the purchasing power of its population, Qatar’s $ GDP per capita is now among the highest in the world, surpassing that of Norway, Singapore and the United States. Substantial investment in hydrocarbons has made Qatar the global leader in liquefied natural gas production and furthered economic performance. Qatar’s investments in infrastructure have outpaced that of other countries (Kuwait, Oman, Bahrain), facilitating Qatar’s ascent to one of the top global suppliers of oil and hydrocarbon derivatives.

Future strategies for the development of the State of Qatar are formulated against the four development pillars mentioned earlier. Therefore, the “Sustainment of economic prosperity” pillar is based on the following strategic objectives:•Expanding the productive base;•Enhancing economic stability;•Enhancing market efficiency;•Building a diversified economy.

In order to provide a reference point, from which future economic changes can be measured, the Government of Qatar

develops a scorecard that numerically forecasts external relevant drivers, such as oil and gas prices and internal forces, such as government spending. The scorecard assembles forecasted values of economic indicators for the years 2011-2016, also providing an arithmetic average for the same years. The performance indicators are grouped in 6 categories as follows:• National income and prices;• Consolidated government operations;• Growth in money supply;• External sector;• External debt;• Memorandum items.

The “Human development” pillar is based on strategic objectives that target:•An integrated national healthcare system;•The continuous improvement of knowledge and skills, through high quality education and training systems;• A capable and motivated workforce by expanding the private sector employment, boosting labor productivity, improving labor market flexibility and human resource management

The pillar of “Sound social development” is based on the following strategic directions:• The strengthening of family cohesion;• Improvement of social and public protection;• The enhancement of occupational health and safety;• Achieving sporting excellence;• Fostering cultural growth for a creative society.

The pillar of “Environment sustainment for future generations” underlines strategic objectives such as:• Adequate management of resources;• Water usage and supply sustainability;• Efficient use of recycling in order to diminish waste;• The increase in air quality and climate change responses effectiveness;• A sustainable and effective urbanization process.

Qatar’s predilection for performance

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Andreea Vecerdea, Head of Strategy & Performance, The KPI Institute

management is best expressed in its institutional development and modernization framework. Benchmarking against public sector modernization best practices in Australia, Canada, Norway and the United Arab Emirates, has provided Qatar with the adequate models to map its own journey to performance. Following the benchmarking analysis, performance management is acknowledged and portrayed as the dynamic link between drivers (efficiency, effectiveness, value creation, accountability, transparency, engagement and relevance) and levers (policy and planning, budget management, organizational alignment, human resources development, institutional processes, procurement and information technology), a pathway to achieving public excellence. By interpreting the results, following a rigorous situation and diagnostic analysis, the levers where identified as the focus areas for public modernization.

The Government benchmark and situational scan initially led to the self-assessment of current public sector performance, later on enabling the construction of a maturity model meant to raise institutional awareness of modernization stages and project sequencing. Qatar’s institutional performance-based development is, therefore, designed as a long-term process that focuses on capability growth, central support and Institutional collaboration.

According to Qatar’s Development Strategy 2011-2016, creating a performance management framework requires:• Establishing a detailed annual performance management process and a full performance management cycle that sets targets, identifies key performance indicators, creates reports

for measuring and assessing those indicators, takes corrective actions and rewards great performance;• Developing key performance indicators to measure target achievement;• Creating well defined roles with clear accountabilities;• Designing a data-gathering and data-reporting process that ensures the integrity and timely availability of high-quality data;• Integrating key performance indicators and present them in standardized reports.Several steps have been identified in the creation of Qatar’s new performance management framework, and they are formulated as follows:• Devise a strategic planning process in ministries and agencies, with the adequate staff and expertise in strategic planning development;• Implement a fully operational and automated budgeting process across all government entities;• Define standards and targets to optimize administrative spending in the medium and long terms;• Establishing systems for ensuring a decrease in the administrative share of total government spending;• Identify gaps between talent supply and demand, and develop value propositions for acquiring new talent;• Simplify and improve customer and business access to public services on-line;• Establish a modern electronic system for data and knowledge management;• Implement a performance management system for the public sector, including government agencies;

• Link institutional performance to strategic plans and budgets.

Qatar’s National Development Strategy 2011-2016 provides a comprehensive framework for government policy execution. Its implementation requires the participatory involvement of all ministries and agencies that need to embrace a performance based orientation and way of working. The Development Strategy requires that initiatives and programmes are budgeted against measurable results and cohesive operational plans across all governmental levels, while communication and advocacy are believed to leverage and integrate systems and business processes. The monitoring and evaluation of outcomes is the final step in the successful implementation of Qatar’s strategy. All governmental projects are required to provide realistic timeliness, with adequate milestones, so as to reinforce a “culture of accountability and delivering results”.

References:

General Secretariat for Development Planning (2011), Qatar National Development Strategy 2011-2016, Ministry of Development Planning and Statistics, State of Qatar, Available at: <http://www.gsdp.gov.qa/portal/page/portal/gsdp_en/nds/downloads>General Secretariat for Development Planning (2011), Qatar National Vision 2030, Ministry of Development Planning and Statistics, State of Qatar, Available at: <http://www.gsdp.gov.qa/portal/page/portal/gsdp_en/qatar_national_vision/qnv_2030_document>

Performance Management at Governmental level has become the norm for monitoring, measuring and assessing initiatives taken in the United Arab Emirates (UAE).

In 2007, the report “Highlights of the UAE Government Strategy” drew attention to the basis of the UAE strategy for 2008-2010, with the National Program from 2005 as a starting point. The strategy consisted of 6 main areas of focus: social and economic development, governmental sector development, justice and safety, infrastructure and rural areas development.

United Arab EmiratesThe story of a successful Performance Management implementation at the governmental level

Key directions, designed to improve the current level of performance, had been identified for each of the above-mentioned areas. For example, in the social development area, 6 directions were distinguished: pre-university education, higher education and scientific research, healthcare, population and labor force, social welfare, culture, youth and community development.

Furthermore, for each of these directions, several initiatives have been established to ensure that improvement is achieved. In the case of pre-university education, some of the initiatives included: development of school curricula, enhancement of the student assessment programs, and the adoption of a

technical infrastructure for all school and university accreditation systems, available both for public and private schools.

The next stage on the road towards an integrated strategy was the UAE Government Strategy 2011-2013, emphasized in the “Highlights of the UAE Government Strategy” report. It laid the foundations to achieve the UAE Vision 2021. The 7 general principles included here were designed to assure that the Government does its work in accordance with a set of rules meant to place the citizens on the first place. Alongside these principles came 7 strategic priorities and 7 strategic enablers, which establish how the Government has to operate in order to achieve its goals.


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UAE’s priorities, identified as being strategic, included: cohesive society and preserved identity, first-rate education system, world-class healthcare, competitive knowledge economy, safe public and fair judiciary, sustainable environment and infrastructure, strong global standing.

Again, for each of these priorities, some key directions were set. For example, in order to ensure a cohesive society and preserve identity, objectives like: “foster community cohesion”, “emphasize the National identity” and “promote social responsibility” were established, together with a series of initiatives allocated under each of them.

All these efforts were undertaken in order to fulfill UAE’s vision of becoming one of “the best countries in the world by 2021”, as stated in the “United in ambition and determination” report.

Priorities for the year 2021 include: unity in responsibility, destiny, knowledge and prosperity. Under each of these priorities, key directions have been established again. For instance, for unity in responsibility, the following directions were identified: “confident and socially responsible Emiratis”, “cohesive and prosperous families”, “strong and active communities and vibrant culture.”

With the achievement of these ambitious goals in mind, an integrated Performance Management System has been implemented since 2007. It tracks the progress towards performance, facilitates the collection of performance data and enhances data analysis and reporting of performance. The KPI section of the implemented Performance Management System was structured under 3 categories:

•Common KPIs – designed according to a Balanced Scorecard;•Strategic KPIs – reflect the achievement of strategic objectives of each entity;•Operational KPIs – measure effectiveness in implementing the operational plan.

In order to efficiently manage such a large volume of data and to enhance reporting, a business intelligence solution was required. Thus, in 2008, the ADAA software, v1.0, was successfully implemented as the first web-based Performance Management System in Arabic language. The software helped federal entities and the Government Performance Department (GPD) to monitor results of the KPIs so that timely corrective actions and improvement decisions could be then taken.

To ensure high quality services for its citizens, the UAE Government launched, in 2013, the second version of this software, ADAA v2.0, which made the transition from Performance Measurement to Performance Management. Some of the key features of ADAA 2.0 include: the integration of services with strategic and operational plans, analytic reports, internal audits, multi-dimensional KPIs established at areas and branches level, as well as risk management measures related to the implementation of operational plans.

KPIs have been established for each area of focus. Each of these KPIs were then defined, assigned a target and, afterwards, monitored on a constant basis in order to review results. However, a lack of standardization in KPI naming can be observed. For example, “Non-oil real GDP growth” is much easier to be understood if it is expressed with a symbol in front of the name: “% Non-oil real

GDP growth”. This clarifies several aspects, namely to what the KPI refers to, whether it is a percentage growth or a real monetary growth expressed in $.

The software solution comprises the entire cycle of Performance Management in three steps: planning, analyzing and reporting. Furthermore, it proved to be a reliable solution for the UAE as it supports Governmental efforts to capture, report and analyze data and then take appropriate decisions based on the available information.

The road towards performance is not easy, but “the word impossible is not in leaders’ dictionaries. No matter how big the challenges, strong faith, determination and resolve will overcome them”, underlines Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President, Prime Minister and Ruler of Dubai in the Vision 2021 plan.

References:

UAE Ministry of Cabinet Affairs (n.d)., Performance Management System, Available at: <http://www.moca.gov.ae/?page_id=615&lang=en>Ministry of Cabinet Affairs (n.d)., UAE Government strategy 2008-2010, United Arab Emirates, Available at: <http://www.moca.gov.ae/?page_id=625&lang=en>Ministry of Cabinet Affairs (n.d)., UAE Government strategy 2011-2013, United Arab Emirates, Available at: <http://www.moca.gov.ae/?page_id=631&lang=en>Ministry of Cabinet Affairs (n.d)., UAE Vision 2021, United Arab Emirates, Available at: <http://www.moca.gov.ae/?page_id=620&lang=en>

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Trends in Organizational Performance Management

Figure 2: Google Search trends for “Performance Management” for the period 2004-2014

Figure 4: Google Search trends for “Corporate Performance Management” for the period 2004-2014

Figure 3: Google Search trends for “Business Performance Management” for the period 2004-2014

Figure 5: Google Search trends for “Enterprise Performance Management” for the period 2004-2014

ontinuing the tradition of past years’ Performance Management reports, in 2014 the same tool, Google Trends,

was employed to obtain graphic representation of the keyword search operations performed on Google’s search engine. The data exposed below represents the level of interest for certain selected key words within the 2004 – 2014 timeframe.

At Organizational level, the search for Strategy Execution has known the highest rate of interest based on number of searches. If, up until 2007, interest levels were almost inexistent, after 2007 searches for this concept boomed and levels remained high even after 2013. The opposite side of the spectrum, with the most downward trend, is experienced by searches for “Performance Management”, which reached its lowest levels after 2013. This is acceptable since the domain has expanded considerably and interests shifted from general terms, such as this, to more specific aspects of Performance Management.

C At operational levels, several trends have been experiencing a continual ascension. Interests for “BI”, “Analytics” and “KPI” have been rising steadily while the trend for “Operational Performance Management”, which was close to zero until 2011, has risen to its highest point after 2013. Downward trends have been registered for “Business Intelligence”, “Metrics” and “Performance Measures”. Mention must be made that, for “BI” (or “bi”), which also has other everyday meanings across several languages, the direction of the trend can be influenced by unrelated searches. However, this influence is limited, as unrelated searches are more likely to be stable over time.

At individual level, upward trends have been registered for “Individual Performance Management” and “Performance Management Plan”. While the latter has been on a continual rise since 2007, the former has been rising mostly since 2011. Trends that are losing interest in searches are “Employee Evaluation,” “Performance Appraisal,” “Performance Criteria,” and, lastly, “Performance Evaluation.”

TRENDS IN SEARCH

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

45

TRENDS


Figure 8: Google Search trends for “Strategy Implementation” for the period 2004-2014

Figure 7: Google Search trends for “Strategy Management” for the period 2004-2014

Figure 6: Google Search trends for “Performance Management System” for the period 2004-2014

Figure 10: Google Search trends for “Strategic Performance Management” for the period 2004-2014

Figure 9: Google Search trends for “Strategy Execution” for the period 2004-2014

Figure 11: Google Search trends for “Balanced Scorecard” for the period 2004-2014

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

46

TRENDS

Figure 13: Google Search trends for “Business Intelligence” for the period 2004-2014

Figure 12: Google Search trends for “Analytics” for the period 2004-2014

Figure 15: Google Search trends for “Key Performance Indicators” for the period 2004-2014

Figure 14: Google Search trends for “BI” for the period 2004-2014

Figure 16: Google Search trends for “KPI” for the period 2004-2014

Trends in Operational Performance Management

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

47

TRENDS


Figure 18: Google Search trends for “Performance Measures” for the period 2004-2014

Figure 17: Google Search trends for “Metrics” for the period 2004-2014

Figure 20: Google Search trends for “Scorecard” for the period 2004-2014

Figure 19: Google Search trends for “Operational Performance Management” for the period 2004-2014

Figure 21: Google Search trends for “Dashboard” for the period 2004-2014

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

48

TRENDS

Trends in Individual Performance Management

Figure 23: Google Search trends for “Individual Performance Plan” for the period 2004-2014

Figure 22: Google Search trends for “Individual Performance Management” for the period 2004-2014

Figure 25: Google Search trends for “Employee Performance” for the period 2004-2014

Figure 24: Google Search trends for “Employee Performance Management” for the period 2004-2014

Figure 26:Google Search trends for “Employee Evaluation” for the period 2004-2014

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

49

TRENDS


Figure 28: Google Search trends for “Performance Criteria” for the period 2004-2014

Figure 27: Google Search trends for “Performance Appraisal” for the period 2004-2014

Figure 30: Google Search trends for “Performance Review” for the period 2004-2014

Figure 29: Google Search trends for “Performance Evaluation” for the period 2004-2014

Figure 31: Google Search trends for “Performance Management Plan” for the period 2004-2014

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

2005 20092007 2011 2013

50

he following section presents the media exposure rate of selected Performance Management-related keywords over

a period of time spanning from 2000 to 2014. The data was extracted from the archives of Google News in January, 2015. Prior to 2000, the number of news items related to this field of research was of little significance. For a clearer visualization of each keyword’s presence evolution within the media, its trend-line, represented here by the dotted line, was compared with their average yearly exposure, represented below by the continuous line.

Since the year 2000, performance related keywords have known, roughly, five noticeable periods of evolution with the mass media. The beginning of media recognition is established somewhere between 2000 and 2002 with a relatively stable period that continued until 2004. The second period, also characterized by stability and steady growth, lasted until 2006. The third period, which began with the year 2007, marked a critical point of turn for performance management as searches and media exposure

MEDIA EXPOSURET related to this field boomed and, mainly, remained ever since on

an upward trajectory. The only downfalls were relatively isolated and occurred mainly between 2010 and 2012.

However, in 2013 and onwards in 2014, all keywords received considerably more attention from the media, with numbers of exposure growing from 5,000, in 2013, to a staggering 30,000, in 2014, for the term “Performance Management” alone. The term “Strategic Management” also grew from roughly 4,500 media items in 2013 to 25,000 by the end of 2014. Approximately the same upward trajectory has been followed by the remaining of the selected Performance Management keywords.

Some triggering factors can be isolated in order to explain the nature of these trends. Firstly, as Performance Management systems either have been or are planned on being implemented all throughout the world, both within private organizations and in the public sector, attention is drawn towards the results of such systems, strategies and methodologies employed, along with other representative aspects.

Figure 32: Trendline behavior vs. average media exposure for “Performance Management”

Figure 33: Trendline behavior vs. average media exposure for “Strategic Management”.

Figure 34: Trendline behavior vs. average media exposure for “Enterprise Performance Management”.

Figure 35: Trendline behavior vs. average media exposure for “Corporate Performance Management”.

51

TRENDS


Figure 41 shows the number of times “Performance Management” appeared in the headline of mass-media items. Since its appearance within headlines in 2005, when it was mentioned 29 times, the term “Performance Management” grew until 2013, when it peaked with 294 references. In the 2014-2015 period, the term’s popularity in headlines fell from 294 to 224.

Figure 36: Trendline behavior vs. average media exposure for “Employee Performance Management”.

Figure 37: Trendline behavior vs. average media exposure for “Business Performance Management”.

Figure 38: Trendline behavior vs. average media exposure for “Enterprise Management”.

Figure 41: Trends for Performance Management headlines

Figure 39: Trendline behavior vs. average media exposure for “Strategy Management”.

Figure 40: Trendline behavior vs. average media exposure for “Strategy Execution”.

52

he popularity of Performance Management and its components in 2014 was also assessed by analyzing the

Average Monthly Searches of performance related keywords, throughout the 2014-2015 period. This section was created by using Google AdWords and it shows the months certain selected keywords in the field registered the highest number of searches. Because the statistics were compiled in January, 2015, the results provided are highly accurate.

Graphics were generated for all levels, from organizational, to operational and individual. The overall trend for searches, at all levels, revealed that the periods with the highest number of searches were the first and last months of 2014, while the

2014 STATISTICST summer months, namely July and August, registered the lowest

level of searches.Within each category, some of the keywords were more popular

in searches than other. Thus, at organizational level, “Enterprise Performance Management” was the highest searched term, with a monthly average of over 1,500 searches. At operational level, “BI” and “Dashboard” both registered over high number, the former close to 550,000 monthly searches while the latter 240,000 searches. In the Individual performance category, “Employee Evaluation,” “Performance Appraisal” and “Performance Evaluation” were the most searched for items, with an average of monthly searches between 40,000 and 8,000.

Balanced Scorecard

Performance Management

Performance Management System

Strategy Implementation

Strategy Management

Enterprise Performance Management

Corporate Performance Management

Business Performance Management

Strategy Execution

Strategic Performance Management

110,000

40,500

8,100

2,900

2,400

1,600

1,300

1,300

880

320

Keyword Average Monthly SearchesTable 1: Search volumes for Performance Management – Organizational level keywords

Figure 42: Monthly searches in 2014 for “Balanced Scorecard”

Figure 43: Monthly searches in 2014 for “Performance Management”

Figure 44: Monthly searches in 2014 for “Performance Management System”

Average monthly searches for Organizational Performance Management

160K

50K

16K

80K

25K

8K

120K

37.5K

12K

40K

12.5K

4K

53

TRENDS


Figure 51: Monthly searches in 2014 for “Strategic Performance Management”

Figure 45: Monthly searches in 2014 for “Strategy Implementation”

Figure 46: Monthly searches in 2014 for “Strategy Management”

Figure 47: Monthly searches in 2014 for “Enterprise Performance Management”

Figure 48: Monthly searches in 2014 for “Corporate Performance Management”

Figure 49: Monthly searches in 2014 for “Business Performance Management”

Figure 50: Monthly searches in 2014 for “Strategy Execution”

4K

3K

2K

400

1.6K

1K

3K

2K

1.5K

1K

200

800

500

1.5K

3K

2.25K

1.5K

300

1.2K

750

2.25K

1K

750

500

100

400

250

750

54

TRENDS

Analytics

BI

KPI

Dashboard

Business Intelligence

Scorecard

Metrics

Key Performance Indicators

Performance Measures

Operational Performance Management

2,740,000

550,000

301,000

246,000

110,000

40,500

33,100

22,200

1,900

90

Keyword Average Monthly SearchesTable 2: Search volumes for Performance Management – Operational level keywords

Figure 52: Monthly searches in 2014 for “Analytics”

Figure 53: Monthly searches in 2014 for “BI”

Figure 54: Monthly searches in 2014 for “KPI”

Figure 55: Monthly searches in 2014 for “Dashboard”

Average monthly searches for Operational Performance Management

50K

600K

400K

320K

25K

300K

280K

160K

37.5K

450K

300K

240K

12.5K

150K

100K

80K

55

TRENDS


Figure 58: Monthly searches in 2014 for “Metrics”

Figure 56: Monthly searches in 2014 for “Business Intelligence”

Figure 59: Monthly searches in 2014 for “Key Performance Indicators”

Figure 57: Monthly searches in 2014 for “Scorecard”

Figure 60: Monthly searches in 2014 for “Performance Measures”

Figure 61: Monthly searches in 2014 for “Operational Performance Management”

2.4K

160

30K

50K

80K

120K

1.2K

80

15K

25K

40K

60K

1.8K

120

22.5K

37.5K

60K

90K

600

40

7.5K

12.5K

20K

30K

56

TRENDS

Performance Appraisal

Performance Review

Performance Evaluation

Employee Evaluation

Employee Performance

Performance Management Plan

Performance Criteria

Employee Performance Management

Individual Performance Plan

Individual Performance Management

40,500

9,900

8,100

2,900

1,600

1,000

880

590

210

90

Keyword Average Monthly SearchesTable 3: Search volumes for Performance Management – Individual level keywords

Figure 62: Monthly searches in 2014 for “Performance Appraisal”

Figure 63: Monthly searches in 2014 for “Performance Review”

Figure 64: Monthly searches in 2014 for “Performance Evaluation”

Figure 65: Monthly searches in 2014 for “Employee Evaluation”

Average monthly searches for Individual Performance Management

50K

16K

10K

4K

25K

8K

5K

2K

37.5K

12K

7.5K

3K

12.5K

4K

2.5K

1K

57

TRENDS


Figure 68: Monthly searches in 2014 for “Performance Criteria”

Figure 66: Monthly searches in 2014 for “Employee Performance”

Figure 69: Monthly searches in 2014 for “Employee Performance Management”

Figure 67: Monthly searches in 2014 for “Performance Management Plan”

Figure 70: Monthly searches in 2014 for “Individual Performance Plan”

Figure 71: Monthly searches in 2014 for “Individual Performance Management”

300

160

1K

1K

1.6K

2.4K

150

80

500

500

800

1.2K

225

120

750

750

1.2K

1.8K

75

40

250

250

400

600

58

EDUCATIONAL PROGRAMS

Table 4

CC universities offer an impressive number of performance-related degrees and subjects. In addition, approximately 70

universities across the GCC have at least one degree with specialization in organizational management.

The first table present a list of higher education institutions, clustered by pertaining country, together with the degrees they offer, the duration of the studies, subjects offered per degree and, lastly, tuition fees. If the first table focuses namely on the variety of subjects offered by each degree level, the second one contains a selection of those universities in GCC that have integrated Performance Management courses in their curriculum.

The GCC universities offer all levels of degrees in strategic and organizational management: Bachelor, Bachelor of Science, Master, Master of Science, MBA, Executive MBA and PhD. The most frequent subjects included in their curriculum are: Organizational

G Management, Strategic Management, Human Resources Management, Organizational Change & Development, Behavioral Management and Performance Management & Compensation.

Among the higher education entities which provide a specialized Performance Management course, there are the Gulf University in Bahrain, the King Saud University in Saudi Arabia, the Al Buraimi University College in Oman and the United Arab Emirates University in the UAE.

The extended range of education institutions that provide a degree with a performance-related specialization prove the fact that performance management has extended to a point where it became a study subject in itself, crucial to all managerial practices. The level of interest in gaining expertise in this domain, even from the early stages of superior studies, is also following a growth trajectory.

University of Bahrain,

College of Business Administration

Ahlia University,

College of Business and Finance

University

EDUCATIONAL INSTITUTIONS WHICH OFFER DEGREEES IN PERFORMANCE MANAGEMENT

Country

Sakhir

Manama

Manama

Kingdom of Bahrain

Kingdom of Bahrain

Kingdom of Bahrain

City Degree/Diploma Duration

Master of Operational Research & Performance Management

Bachelor’s Degree in Marketing and Management

Master’s Degree in Business Administration

4 years

4 years

- Organization and Management;-Organization Behavior;- Production and Operations Management;- Managing Small Business;- Organization Development and Change;- Business Ethics;- Creativity and Innovation Management;- Human Resources Planning and Development;- Current Issues in Management;- Risk Management and Insurance.

- Organizational Behavior & LeadershipDevelopment;- Consumer Behavior;- Human Resources Management;- Quality Management;- Strategic Management;- Entrepreneurship & Innovation/New;- Product Development;- Management Information Systems;- Competition, Innovation & Change;- Entrepreneurship & Small Business Strategy.

Related Topics/Subjects Cost (fees, per year)

N/A

Undergraduate Programs:BHD 100 - 130/credit-hour/semester($265.252 - $344.754)

Graduate Programs:BHD 160/credit-hour/semester($424.313)

Arabian Gulf University,

French Arabian Business School

Master of Business Administration

18 months - Leadership and Organizational Behavior;- HR & Compensation Management;- Managing People;- Entrepreneurial Manager;- Decision Making and Negotiation;- Corporate & Competitive Strategy;- Global Strategy & Managing the Global Corporation;- Business sustainability & Society;- Geopolitics in Asia;- Logistics & Supply Chain Management;- Public Policy, Social and Political Development in GCC.

BHD 12,500 (net of tax)($33,156.48)

59

EDUCATION


University College of Bahrain

Gulf University,

College of Administrative and Financial Sciences

University Country

Manama

Manama

Manama

Sanad

Kingdom of Bahrain

Kingdom of Bahrain

Kingdom of Bahrain

Kingdom of Bahrain


Bachelor’s Degree in Business Administration


Bachelor’s Degree in Human Resources Management & Public Relations

4 years

4 years

- Human Rights;- Principles of Management;- Organization & Management; - Human Resource Management;- Entrepreuship;- International Management;- Supply Chain Management;- Total Quality Management.

- Operations Research Management;- Production & Operations Management;- Human Resources Management;- Organizational Behavior;- Leadership & Managerial Communication;- Small Business Management;- Corporate Social Responsibility;- Human Resources Strategy;- Human Resources Planning & Recruitment;- Human Resources Performance Management;- Human Resources Training & Development;- Compensation & Benefits Management.


BHD 435/course (2013)($1,153.80)

BHD 100/credit hour($265.252)

Kingdom University,


AMA International University of Bahrain,

College of Administrative and Financial Services

Bachelor of Science in Business Management


3 years

2 years

- Organizational Behaviour;- Operations Management;- Strategic Management;- Business Decision Making;- Management & Leadership Development;- Human Resources Management;- Small Business Management;- Insurance & Risk Management;- Organizational Change & Development;- Personnel Management;- New Product Management;- Compensation Management;- Entrepreneurship;- Forcasting For Business;- Public Management.

- Foreign Business Policy Theory & Development;- Sociology of Development;- Corporate Strategy in International Business;- International Entrepreneurship;- Project Management;- Human Resources Management.- Corporate Strategy & International Business

BHD 110/3 credit hour($291.702)

BHD 87,500/credit unit($232,034.03)

60

EDUCATION

King Saud University

Umm Al-Qura University,

College of Management Sciences and Tourism

University Country

Riyadh

Makkah

Jeddah

Al-Ahsa






Bachelor’s Degree in Management


Bachelor of Business Administration

5 -9 semesters

2 years

- Human Resource Development;- Consumer Behavior;- Staffing and Human Resource Planning;- Compensation Management;- Quality and Productivity Improvement;- Operations Planning and Control;- Organizational Behavior;- Strategic Management;- Organizational Change & Development;- Managerial Leadership;- Performance Management & Compensation.

- Principles of management; - Business Communications;- Organizational Behavior; - Production Operations and Technology Management; - Development of Managerial Thinking.


Free

Free

King Abdulaziz University,

Faculty of Economics and Administration

King Faisal University,


Masters in Public Administration

Bachelor/Master of Business Administration

2 years

8 semesters

- The Theory of Public Administration;- Human Behavior in Public Organizations;- Organizational Thinking;- Policy Comparison;- Administrative Decentralization;- Management Analysis;- Organizational Development Strategies;- Contemporary Issues in the Civil Service;- Management of Public Utilities;- Planning and Development Administration;- Evaluation of Government Programs;- Policy and Decision-making.

- Human Resources Management;- Marketing Segmentation and Consumer Behavior;- Organizational Behavior; - Production and Quality Management; - Production Management;- Strategies and Policies Management; - Contract and Negotiation Management.

N/A

Undergradute:Local: $1,000 - $2,500International: $2,500 - 5,000Postgraduate:Local: $12,500 - $15,000International: $17,500 - $20,000

61

EDUCATION


Jazan University,

Faculty of Business Administration

Alfaisal University,

College of Business

Qassim University,

College of Business and Economics

Jazan

Riyadh

Buraydah

Makkah

Majmaah







Bachelor’s Degree in Human Resources


Master in Business Administration

4 years

2 years

2 years

- Event Management;- Logistics & Material Management;- Entrepreneurship & Small Business Management;- Crisis Management;- Production & Operations Management;- Employees Administration;- Negotiation & Counselling;- Project Planning & Control;- Global Outsourcing;- Total Quality Management;- Insurance & Risk Management;- International Business Administration;- Industrial Psychology;- Change Management;- Knowledge Management.

- Employee Learning and Development; - Compensation and Total Reward Management; - Improving Human Performance; - Organizational Behavior;- Strategic Management;- Quantitative and Qualitative;- Research Methodology;- Supply Chain Management;- Leading Organizational Change;- Entrepreneurship and Innovation;- HRM Planning, Recruitment and Selection.

- Organizational Behavior;- Management Information Systems;- Production and Operations Management;- Strategic Management;- Human Resource Management.

N/A

SAR 200,000($53,261.26)

N/A

Taif University,


Majmaah University,


Bachelor’s Degree in Business Administration: ManagementBachelor’s Degree in Management of Health Services and Hospital


N/A

N/A

- Production and Operation Management;- Fundamentals of Organization and Management;- Modern Attitudes in Organizations;- Organizational Behavior;- Negotiation Management;- Human Resource Management;- Business Communication.

N/A

N/A

N/A

University Country City Degree/Diploma Duration Related Topics/Subjects Cost (fees, per year)

62

EDUCATION

Salman Bin Abdulaziz University,


Al Jouf University,

College of Humanities and Administrative Sciences

Prince Mohammad Bin Fahd University,


University Country

Al-Kharj

Skaka

Khobar

Ha’il

Dammam

Rafha








Bachelor’s Degree in Management



N/A

N/A

4 years

- Prediction of Business;- Management Science;- International Management;- Managing Innovation and Entrepreneurship;- Strategy and Policy for Competitive Advantage;- Leadership and Change;- Operations Management;- Strategic Management Using Computer Simulation;- Negotiation and Consensus Building.

N/A

- Professional Development and Competencies;- Critical Thinking and Problem Solving;- Leadership and Teamwork;- Organizational Behavior;- Entrepreneurship;- Strategic Management;- Human Resource Management.


N/A

N/A

SAR 22500($5,991.89)

University of Hail,


Dammam University,


Northern Border University,


Bachelor’s Degree in Management Information System

Bachelor of Science in Managament Information Systems


4 years

5 years

N/A

- Self-development Skills;- Operation Management;- Organizational Behavior;- Human Resource Management;- Strategic Management.

- Business Ethics and Social Responsibility;- Organizational Behavior;- Strategic Management;- Global Business; - Operations Management.

N/A

N/A

N/A

SAR 5000 ($1,331.53)

63

EDUCATION


Efat University,

College of Business

Al Yamamah University,


Makkah

Riyadh



Bachelor’s Degree in Entrepreneurship

Bachelor’s Degree in Human Resources Management



Master’s Degree in Human Resources Management

Executive MBA in International Management and Leadership

4 years

2 - 4 years

- Decision Sciences;- Operations Management;- Human Resource Management;- Strategic Management;- Compensation and Benefits Management;- Leadership and Power;- Entrepreneurship.

- Organizational Behavior;- Introduction to Risk Management;- Employee Benefits;- Total Quality Management;- Consumer Behavior;- Entrepreneurship;- Foundations Of Leadership;- Strategic Management;- Human Resources Management;- Entrepreneurship-Corporate Ventures & Start-Ups.

SAR 35,000/semester($9,320.78)

SAR 24,000($6,391.90)


Riyadh

Makkah



Dar Al Uloom University,


University of Business and Technology


Bachelor’s Degree in Human ResourcesMaster’s Degree in Business Administration

2 years

2-4 years

- Human Resources Management;- Organizational Behavior;- Strategic Management;- Performance Management and People Development;- Leading Organizational Change;- Strategic Management of Human Resources and Innovation;- Consumer Behavior;- Information Resources Management;- Enterprise Resource Planning;- Leadership Development;- Strategic Leadership;- Entrepreneurship;- Organizational Behavior;- Information Resources Management.

- Organizational Behavior;- Human Resources Management;- Operations Management;- Human Resource Development;- Management Performance;- Compensation Management;- Organizational Design & Development;- Entrepreneurship;- Management Information Systems.

SAR 5000($1,331.52)

SAR 1670/credit hour - 2917/credit hour($444.788 - $776.914)

64

EDUCATION

Fahad Bin Sultan University,

College of Business and Management

University Country

Tabuk

Kuwait City

Kuwait City

Kuwait City

Al Dasma


Kingdom of Kuwait

Kingdom of Kuwait

Kingdom of Kuwait

Kingdom of Kuwait




Executive Business Administration

2 - 4 years - Organizational Behavior;- Quantitative Methods in Business;- Leadership & Entrepreneurship;- Strategic Management;- Investment Management;- Strategic Management;- Human Resources Management;- International Business and Management;- Total Quality Management;- Change Management;- Consumer Behavior;- Risk Management in Financial Institutions.


EMBA:SAR 85,000($22,636.80)

Kuwait University,


Australian College of Kuwait

American University of Kuwait

Kuwait Maastricht Business School


Bachelor’s Degree in Business Management

Bachelor of Business Administration in Management


2 years

2 years

4 years

1 year

- Consumer Behavior;- Human Resources Management;- Leadership and Group Dynamics;- Management Planning and Decision Making;- Organizational Behavior;- Strategic Management.

- Organizational Behavior;- Human Resources in Organizations;- Managing Organizational Change;- Quality Management;- Production and Operations Management;- Entrepreneurship, Innovation & New Ventures;- Business Integration.

- Human Resource Management;- International Business Management;- Business Relationship Management.

- Accounting for Managers;- Global Corporate Strategy;- Global Supply Chain Management;- Innovation and New Business Ventures;- Leadership, Change and Organization;- Corporate Responsibility and Ethics.

N/A

KWD 2,670.000/ semester($9,089.86)

KWD 230/credit hour($782.258/credit hour)

KWD 9,729.50($33,097.92)

65

EDUCATION


MuscatOmanSultan Qaboos University,

College of Economics and Political Science

Bachelor of Science in Management

4 years - Introduction to Management Information Systems;- Organizational Behavior;- Operations Management;- Human Resources Management;- Strategic Management.

N/A

Oman College of Management and Technology,

Department of Administrative and Financial Sciences

University of Nizwa,

College of Economics, Management & Information Systems

Al-Batinah

Nizwa

Oman

Oman




2 years

2 - 4 years

- Organizational Behavior;- Introduction to Public Management;- Human Resources Management;- Production Management;- Small Business Management;- Knowledge Management;- International Business Management;- Organization Theory;- Strategic Management;- Taking Decisions Theory;- Practice & Development of Administrative Skills;- Administration of Organizational Changes;- Consumer Behavior.

- Business Environment and Policies;- Organizational Behavior;- Auditing;- Communications Systems in International Trade;- International Business Management;- Entrepreneurship;- Organizational Theory;- Human Resources Management;- Organizational Development and Change;- Global Business Strategy;- Small and Family Business Management;- Managerial Decision Modeling.

SAR 35,000/semester($9,320.78)

OMR 150/semester($389.661/semester)


Middle East College,

Management Studies Department

MuscatOman Bachelor of Science in Business & Information Systems (Human Resource Management)

4 years - Principles of Organization and Management;- Human Resources Management;- Information Systems Management;- Strategic Management;- Employee Relations;- Staffing, Training & Development;- Compensation and Performance Management;- Knowledge Management and Business Intelligence.

OMR 1110/semester($2,883.12/semester)

66

EDUCATION

Dhofar University,

College of Commerce and Business Administration

Modern College of Business and Science

University Country

Dhofar

Muscat

Sohar

Muscat

Oman

Oman

Oman

Oman


Bachelor’s Degree in Business Administration - Management



Associate of Science in Business Administration


2 - 4 years

6 months - 4 years

- Consumer Behavior;- Customer Relationship Management;- Sales Management;- Brand Management;- Strategic Management;- Business Environment;- Supply Chain Management;- Managing and Leading in Organization.

- Strategic Management;- Management and Organizational Behavior;- Professional Skills Development;- Human Resource Management;- Employee Training & Development;- Entrepreneurship;- Consumer Behavior;- Managing Talent to Maintain Performance Standards;- Managing Human Resource from a Strategic Perspective;- Assessing & Meeting Future Leadership Needs.


OMR 150/credit hour($389.712/credit hour)

N/A

Sohar University,

Faculty of Business

Muscat College,

Scottish Qualifications Authority Program

Bachelor’s Degree in ManagementExecutive Master of Business Administration

Bachelor’s Degree in Business Studies

2 - 4 years

3 years

- Organizational Communications;- Research Methods;- Database Management;- Gulf Business Environment;- Strategic Management;- Human Resource Management;- Organizational Behavior;- Purchasing & Inventory Management;- Operations Management

- Managing People and Organizations;- Office Administration;- Creating a Culture of Customer Care;- Business Culture and Strategy;- Human Resources Management.

OMR 5,400/MBA course($14,029.61/MBA course)

N/A

67

EDUCATION


Al Buraimi University College,

Department of Business Administration and Accounting

Mazoon University College

Al-Buraymi

Muscat

Oman

Oman

Bachelor’s Degree in Human Resources Development


Advanced Diploma in HR Development

Advanced Diploma in Business Administration

Master’s Degree in HR Development




2/3/4 years

2 - 4 years

- Management and Organizational Behavior;- Operations Management;- Human Resource Development;- Recruitment & Selection;- Training & Development;- Performance Management;- International Business Management;- Negotiation & Conflict Management;- Strategic Planning & Implementation;- Decision Making & Creativity;- Management Skills;- Strategic HRM;- Organization Change & Development;- Consumer Behavior;- Risk Management;- Strategic Management.

- Management & Organizational Behavior;- Human Resource Management;- Strategic Management;- Organizational Psychology;- Human Resources Development;- Organization Behavior & Development.

OMR 55/ credit hour($142.857/ credit hour)

OMR 65/credit hour($168.809/credit hour)OMR 5400/MBA($14,024.15/MBA)


MuscatOmanCollege of Banking and Financial Studies

Bachelor of Science in Business and Management


2 - 3 years -Practice of Management Skills;- Organizational Design;- The Firm and Strategic Human Resource Management;- Resource Planning;- The Transformation of Work;- Understanding Strategic Management;- Human Resource Management;- Brand Management;- Creativity and Innovation;- Applied Strategic Management;- Human Resource Development;- Organizational Change;- Sustainable Operations Management;- Auditing;- The Learning Manager;- Comparative Corporate Governance;- Entrepreneurial Management & Leadership;- Managing People in Organizations;- Strategy Analysis and Evaluation.

OMR 1250 - 2250/semester($3,246.33 - 5,843.40/semester)

68

EDUCATION

Sur University College,

Business Department

Gulf College

University Country

Sur

Muscat

Muscat

Doha

Oman

Oman

Oman

Qatar


Bachelor of Business Administration in Management and Marketing

Master’s Degree of Business Administration in Management and Marketing

Bachelor’s Degree in Business Administration - Management


2 - 4 years

2 -3 years

- Human Resource Management;- Consumer Behavior;- International Business Strategy; - Business Performance Management;- Management Control System.

- Gulf Regional Legal Environment of Business;- Managing People and Performance;- Critical Reasoning;- Operations Management;- Managing Organisations;- Strategic Management;- Enterprising Management;- Managing and Leading Change;- Risk Management;- Contemporary Management Issues;- Consumer Behaviour;- Managing In Organisations;- Systemic Management;- Leadership & Organizational Change;- Human Resource Management;- Operations Management;- Strategic Management.


OMR 800/semester($2,077.65)

OMR 1125/semester($2,921.7/semester)

Majan College,

Faculty of Business Management

Qatar University,


Bachelor’s Degree in Human Resource Management

Master’s Degree in International Human Resource Management



2 - 4 years

2 - 4 years

- Performance Management; - Human Resource Management;- Organizational Behavior;- Work Psychology;- Contemporary Issues in Human Resource Management;- Strategic Human Resource Management;- Strategic Management;- Employee Relations;- Leading and Managing People;- Mobilizing Creativity and Innovation;- Entrepreneurship & Small Business Management;- Thriving in a Competitive Global Context.

- Managerial Accounting for Decision Making;- Operations Management;- Strategic Management;- Human Resources Management;- Management for Change and Innovation;- Project Management;- International Business Management; - Entrepreneurship & Small Business Management;- Enterprise Resources Planning.

OMR 250/module($649.266/module)

OMR 312.5/ 3rd year of Bachelor Degree($811.583/3rd year of Bachelor Degree)

OMR 6229/IHRM Master’s Degree($16,177.12/IHRM Master’s Degree)

QAR 500/credit hour($137.320/credit hour)

69

EDUCATION


United Arab Emirates University,


American University of Sharjah,

School of Business Administration

Abu Dhabi

Sharjah

UAE

UAE

Bachelor’s Degree of Business Administration

Bachelor’s Degree of Human Resources Development and Management


Doctor of Business Administration

Bachelor of Science in Business Administration


Executive Master of Business Administration

2 - 4 years

2 - 4 years

- Organizational Behavior;- Human Resources Management;- Staffing Organizations;- Human Resources Performance Management;- Compensation & Benefits Management;- Strategic Management;- Organizational Behavior;- Innovation and Creativity;- Entrepreneurship;- Consumer Behavior;- Human Resources Performance Management;- Compensation & Benefits Management;- Strategic Human Resources Management;- Organizational Development & Change Management;- Leadership & Organizational Behavior;- Performance and Rewards Management;- Strategic Management in a Dynamic Environment;- Management and Leadership;- Organizational Excellence Modeling;- Contemporary Issues in Customer Behavior.

- Management of Public Organizations;- Organizational Behavior;- Managing Human Resources;- Management and Leadership Development;- Cross-Cultural Management;- Negotiation and Conflict Management;- Managing Change and Innovation;- Management Intervention and Consultation;- Career Management;- Entrepreneurship;- Principles of Leadership;- Leadership and Human Capital;- Leadership and Change Management;- Strategic Management in a Global Environment;- Human Resource Management;- Performance Management;- Training and Development;- Staffing.

AED 2750/credit hour (MBA)($748.676)

AED 8400/credit hour (DBA)($2,286.89)

AED 41,730/semester (undergraduate)($11,360.98)

AED 4,040 (MBA)($1,099.89)

AED 4,222 (EMBA)($1,149.43)


Ras al-Khaimah

UAEAmerican University of Ras Al Khaimah


4 years - Managing Behavior & Organizations;- Principles & Practices of Management;- Consumer Behavior;- Statistical Analysis for Management;- Methods & Models of Management Science.

AED 17,500/semester (undergraduate)($4,764.37)

AED 2,400/credit hour (MBA)($653.399)

70

EDUCATION

Zayed University College of Business

American University in Dubai,


University Country

Dubai

Dubai

Sharjah

Dubai

UAE

UAE

UAE

UAE


Executive Master’s in Business Administration



2 years

2 - 4 years

- Human Resource Management;- Operations Management;- Entrepreneurship;- Global Business Strategy.

- Operations Management;- Business Process Simulation;- Organizational Behavior;- International Management;- Leadership;- Entrepreneurship;- Supply Chain Management;- Managing Chain & Innovation;- Strategic Management.


AED 128,000 ($34,847.48)

AED 2,500 - 37,500/credit hours (undergraduate)($680.637 - 10,209.51/credit hours)

AED 9,900 - 29,700/credit hours (graduate)($2,695.31 - 8,085.92/credit hours)

University of Sharjah,


University Wollongong in Dubai

Bachelor’s Degree in Business Administration Executive Master in Business Administration


Bachelor of Commerce: Human Resource Management

Bachelor of Commerce: International Business


Master of International Business

Master of Strategic Human Resource Management

2 - 4 years

2 - 4 years

- Organizational Behavior;- Leadership and Change Management;- Operations & Supply Chain Management;- Strategic Management;- Human Resources Management;- Total Quality Management;- Decision Sciences;- Managing, Recruiting and Selection;- Customer Relationship Management;- Creative Thinking & Problem Solving;- Managing Change & Innovation;- Development Management;- Creative Strategies in Public Administration.

- Organizational Behaviour;- Managing Human Resources;- Organizational Analysis;- Continuous Quality Improvement;- Strategic Management;- Strategic Decision Making;- Human Resource Development;- Cross Cultural Management;- Management of Change;- Performance Management.

AED 1,474/credit hour (undergraduate)($401.295)

AED 2,240/ credit hour (EMBA)($609.837)

AED 209,100/program (undergraduate)($56,975/program)

AED 96,480/program(postgraduate)($26,289/program)

71

EDUCATION


Abu Dhabi University,

College of Business

Ittihad University

College of Management & Information Systems

Abu Dhabi

Ras al-Khaimah

UAE

UAE,

Bachelor of Business Administration in Management

Bachelor of Business Administration in Human Resource Management

Master of Business Administration; Concentrations in Finance and Human Resource

Master of Human Resource Management



2 - 4 years

N/A

- Leadership and Communication; - Strategic Management; - Corporate Performance Management;- Training and Development;- Central Issues in Human Resource Management;- International Human Resource Management;- Organizational Behavior;- Compensation and Contemporary Issues;- Job Evaluation and Performance Appraisal;- Negotiation and Conflict Resolution for HR;- Organizational Change;- International Business Management.

- Human Resource Management; - Production & Operations Management; - Organizational Behavior;- Organizational Development;- Strategic Management; - Change Management;- Entrepreneurship; - Purchasing & Supply Management; - Building High Performance Teams.

AED 1,500/credit hour(undergraduate)($408.382)

AED 2,700 - 3,500/credit hour(postgraduate)($735.088 - 952.892)

AED 4,400(doctoral studies)($1,197.92)

AED 900/credit hour($245.02)


DubaiUAEManipal University



2 - 3 years - Organizational Behavior;- Human Resource Management;- Life Skills Development;- Strategic Management ;- Entrepreneurship;- UAE Business Environment;- Performance Management;- Organizational Development;- Organizational Change;- Compensation Management;- Training and Development; - Human Capital Management; - Consumer Behavior;- Customer Relationship Management;- Technology Management;- Risk Management and Insurance.

AED 36,000/year(undergraduate)($9,800.85)

AED 39,000/year(postgraduate)($10,617.59)

72

EDUCATION

Amity University

Canadian University of Dubai,


University Country

Dubai

Dubai

Dubai

Dubai

UAE

UAE

UAE

UAE


Bachelor’s Degree in Business Administration: Entrepreneurship

Master’s Degree in Business Administration: Entrepreneurship

Bachelor of Business Administration in Human Resource Management

2 - 3 years

4 years

- Entrepreneurial Process & Behavior;- Evaluating Ventures Opportunity & Developing Business Model;- Behavioral Science;- Innovation & Business Growth;- Creating & Leading Entrepreneurial Organization;- Strategic Management;- Emerging Business Sectors and New Technologies;- Building High Performance Organization Culture;- Managerial Strategic Relationship.

- Human Resource Management;- Organizational Behavior;- Strategic Management;- Management of Information Systems;- Compensation Management;- Human Resource Development;- Strategic Human Resource Management;- Performance Appraisal and Compensation;- Conflict Resolution.


AED 30,000/year (undergraduate)($8,220)

AED 35,000/year (postgraduate)($9,590)

AED 62,090/year($16,903.75)

SZABIST Institute of Science and Technology

The British University in Dubai,

Faculty of Business


Master’s Degree in Business Administration Executive Master of Business Administration

Master in Business Administration Master of Science in Human Resource Management

2 - 4 years

2 years

- Personal Management and Communication;- Organizational Behavior;- Consumer Behavior;- Public Enterprise Management;- Human Resource Management;- Entrepreneurship;- Change Management;- Leadership and Motivation Techniques;- Talent Management;- Brand Management;- Personal Management;- Organizational Development and Employee Management.

- Strategy and Human Resource Management;- Organisational Behaviour and Business – Leadership;- Organisational Change;- Strategic Management; - Governance and Corporate Social Responsibility.

AED 1,900/course (undergraduate)($517.267)

AED 2,000/course(postgraduate)($544.492)

AED 2,200/course(EMBA)($598.941)

AED 64,000/program($17,423.74)

73

EDUCATION


Al Ghurair University,

College of Business Studies

ALHOSN University,

Faculty of Business

Dubai

Abu Dhabi

UAE

UAE





2 - 3 years

2 - 4 years

- Human Resources Management;- Organizational Behavior;- Leadership Skills;- Operations Management;- Consumer Behavior;- Auditing;- Working Capital Management;- Database Management Systems;- International Human Resources Management;- Strategic Management of Human Assets;- Total Rewards Management;- Talent Management; - Organizational Change.

- Human Resource Management;- Employee Staffing and Development;- Strategic Management;- Strategic Human Resource Management;- Organizational Development;- Performance Appraisal and Reward System.

AED 1,500/credit hour(undergraduate)($408.382)

AED 2,700 - 3,500/credit hour(postgraduate)($735.088 - 952.892)

AED 4,400(doctoral studies)($1,197.92)


AED 2,000 /credit hour (postgraduate)($544.492)


Dubai

Dubai

UAE

UAE

Manipal University

University of Dubai



Bachelor’s Degree in Management Bachelor’s Degree in Human Resources Management Bachelor’s Degree in Entrepreneurship Management



2 - 3 years

2 - 4 years

- Organizational Behavior;- Human Resource Management;- Life Skills Development;- Strategic Management ;- Entrepreneurship;- UAE Business Environment;- Performance Management;- Organizational Development;- Organizational Change;- Compensation Management;- Training and Development; - Human Capital Management; - Consumer Behavior;- Customer Relationship Management;- Technology Management;- Risk Management and Insurance.

- Leadership & Team Effectiveness;- Strategic Management; - Leadership & Human Resources Management;- Management and Organizational Behavior;- Risk Management;- Human Resources Management;- Leadership Development;- Change Management;- Total Quality Management and Continuous Improvement;- Planning and Development;- Performance Management, Compensation and Employee Benefits;- Strategic HR Management;- Employee Relations.


AED 72,000 (postgraduate)($19,601.71)

AED 30,300/program(undergraduate)($8,249.05)

AED 9,100/program(postgraduate)($2,477.44)

AED 15,000/program(PhD)($4,083.69)

74

EDUCATION

American University in the Emirates,


Murdoch University,

Murdoch Business School

City University College of Ajman

University Country

Dubai

Dubai

Ajman

Dubai

Dubai

UAE

UAE

UAE

UAE

UAE



Bachelor of Business in Human Resources Management

Master in Business Administration

Bachelor of Commerce in Management


Master of Human Resource Management


2 - 4 years

2 - 3 years

2 - 3 years

- Organizational Behavior; - Strategic Management;- Human Resource Management;- Negotiation Skills;- Staffing and Techniques for Employee Selection;- Employees Training and Development;- Compensation and Benefits Management;- Strategic Human Resource Management;- Leadership and Change Management;- Innovation and Entrepreneurship;- Organizational Development.

- Organisational Behaviour and Management;- Strategic Decision-Making;- Human Resource Management Law;- Effective Leadership;- Organizational Change, Management and Consultancy; - Human Resource Management Perspectives;- Entrepreneurship and Innovation Management;- Risk Management.

- Human Resources Management;- Management and Organizational Behavior;- Staffing Organizations;- Employee Training and Development;- Performance Management and Total Rewards;- Career Management;- Quality of Work Life; - Leadership and Organization Development.


AED 3,255/course (undergraduate)($892)

AED 9,000/course (postgraduate)($2,466)

AED 24,000/trimester(undergraduate)($6,534.11)

AED 96,000/program(postgraduate)($26,136.46)

AED 2475/course($673.831)

University of Modern Sciences,

College of Business

Jumeira University


Bachelor of Science in Human Resource Management

Bachelor of Science in Entrepreneurship


Bachelor in Human Resource Management

2 - 4 years

4 years

- Strategic Management and Business Policy;- Managing Organizational Change;- Global Human Resource Management;- Quality & Productivity Sustainability and Improvement;- Creativity and Innovation in Business;- Risk Analysis and Modelling.

- Organizational Behaviour;- Customer Relationship Management;- Knowledge Management;- Events Risk Management;- Consumer Behavior.

N/A

AED 3,300/every 3 credits($898.441)

75

EDUCATION


Table 5

Country University/School Subject Related DegreeGCC

Kingdom of Bahrain


Oman

Gulf University


Majan College,

Faculty of Business Management

King Saud University

Middle East College

Management Studies Department

Dar Al Uloom University


Al Buraimi University College

Department of Business Administration and Accounting

American University of Sharjah,


Human Resources Performance Management


Performance Management & Compensation

Compensation and Performance Management

Performance Management & People Development



Bachelor’s Degree

Bachelor’s Degree

Master’s Degree

Bachelor of Science

Master’s Degree

Bachelor’s Degree

Master’s Degree

Alfaisal University

College of Business

Modern College of Business and Science

Gulf College

University of Business and Technology

Sur University College

Business Department

Improving Human Performance

Managing Talent to Maintain Performance Standards

Managing People and Performance

Management Performance


Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Bachelor’s Degree

Master’s Degree


United Arab Emirates University,


Human Resources Performance Management Performance and Rewards

Master’s Degree

PERFORMANCE-RELATED UNIVERSITY SUBJECTS

76

EDUCATION

Country University/School Subject Related Degree

University Wollongong in Dubai

Canadian University of Dubai,


University of Dubai

City University College of Ajman

Manipal University

Amity University

Performance Management Continuous Quality Improvement

Performance Appraisal and Compensation

Performance Management, Compensation and Employee Benefits

Total Quality Management and Continuous Improvement

Performance Management and Total Rewards


Building High Performance Organization Culture

Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Bachelor’s Degree Master’s Degree

PhD

Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Master’s Degree

Bachelor’s Degree

Master’s Degree

Abu Dhabi University,

College of Business

Ittihad University,

College of Management & Information Systems

SZABIST Institute of Science and Technology

ALHOSN University,

Faculty of Business

University of Modern Sciences,

College of Business


Building High Performance Teams

Organizational Development and Employee Management

Performance Appraisal and Reward System

Organizational Development

Quality & Productivity Sustainability and Improvement



PERFORMANCE MANAGEMENT EVENTS IN 2014

28-30 Jan

2-3 April

12-13 May

10-21 Aug

23-25 Sep

Date Title

Table 6

Academics

Practitioners

Practitioners

Practitioners

Practitioners

International Sustainable Built Environment Conference (ISBE)

The Meirc Conference - Organizational Excellence: Strategies for Exceptional Performance and Quality

Corporate Performance Excellence for Public & Private Sector Executives

Integrating Strategic, Operational & Tactical Leadership for Outstanding Performance

Plant Maintenance & Reliability Conference - Performance Improvement

Type Location Duration

Doha, Qatar

Abu Dhabi, UAE

Doha, Qatar

Dubai, UAE

Dubai, UAE

3 days

2 days

2 days

10 days

3 days

Elsevier Conferences and Energy & Environment Concordia University

Meirc Training and Consulting

marcus evans Conferences

AZTech

Knowledge Expansion

Organizer

4-5 March

15-17 Sep

23-24 April

19-20 May

Practitioners

Practitioners

Practitioners

Practitioners

Qatar Petroleum Human Resources Conference

Quality Week Conference

1st MENA Public Administration Research Conference

The Smart Data Summit 2014 - Driving Customer Insight & Business Performance Through Big Data Solutions

Doha, Qatar

Doha, Qatar

Manama, Kingdom of Bahrain

Dubai, UAE

2 days

3 days

2 days

2 days

Qatar Petroleum

Aspetar

BIPA

Expotrade Global

nce again, the issue of performance management was central to management-related conferences. A tendency has been

noticed to cause a change in the themes of these events. Thus, the shift has orbited from more general themes such as Performance Management to particular subjects: setting specific KPIs.

In terms of locations, the GCC is, once more, a sought after environment for business meetings, with a high number of international events taking place here, especially in the UAE and Qatar. Numerous conferences, training courses, workshops and seminars are organized in this region, from international to national ones. Most of these events are dedicated to academics and practitioners.

Amongst academic events, the Biennial Global Accounting and Organizational Change Conference, held by the American University of Sharjah, UAE, has reached its fourth annual event. This year’s topic raised the issues of sustainable performance management practices and good governance.

The highest number of large events, though, are found in the

MAIN EVENTSO practitioners’ field since it is here, in practice, within organizations,

that all managerial initiatives are tested for effectiveness and efficiency. From the ranks of the more prestigious, internationally valued

events, the Meirc conference for organizational excellence stands out. The annual event, organized in Abu Dhabi in 2014, was held under the Strategies for Exceptional Performance and Quality topic.

Another aspect that draws attention is that there is an increasing interest in computer software and online platforms that support and enhance performance management strategies. Events such as the SCADA Conference organized in Oman, or the Smart Data Summit held in Dubai, highlight the importance of integrating technology in managerial practices as an important operational tool.

The 2015 events provide a peek into the already announced conferences but also the topics proposed for the current year.

Mention must be made that all the information presented below has been compiled using the official websites of the events and that the details regarding dates and fees were correct at the time of their gathering (January, 2015).

19-20 Oct Academics1st GCC Conference on Evidence-Based Healthcare Professional Development

2 days Life Sciences Academy (LSA) Kuwait City, Kuwait

78

EDUCATION

26-29 Oct

9-13 Nov

16-20 Nov

24-26 Nov

30 Nov - 1 Dec

9 Dec

1-2 Dec

17-20 Nov

1-6 Nov

Date Title

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Academics

Practitioners

Oman SCADA Conference 2014 - Integrating Secure, Centralized, SCADA Systems to enhance Business Processes, Communication & Performance

Managing Vendor Qualification, Performance & Contract Compliance

The Meirc Conference - Designing and Implementing a Performance Management System

2nd Annual Public Sector Performance Management

Organizational Learning Conference MENA 2014 - Swimming with Crocodiles

3rd Regional CFO Conference: Corporate Performance Management Summit

CSR Qatar

Fourth Biennial Global Accounting and Organizational Change Conference - Managing organizational change through good governance and sustainable performance management practices

Leadership Program & Conference onHigh Performance Healthcare Organizations - Creating Flexible, Proactive and Sustainable Healthcare Services

Type Location Duration

Muscat, Oman

Dubai, UAE

Dubai, UAE

Abu Dhabi, UAE

Abu Dhabi, UAE

Dubai, UAE

Doha, Qatar

Sharjah, UAE

Madinah, Saudi Arabia

4 days

5 days

4 days

3 days

2 days

1 day

2 days

4 days

6 days

International Quality & Productivity Center

Oxford Management Centre

Meirc Training & Consulting

marcus evans Middle East

Emirates Center for Organizational Learning

Meca CfoAlliance

CSR Summit Series

School of Business Administration, American University of Sharjah

Madinah Institute

Organizer

10-11 Nov

16-20 Nov

19-20 Nov

19-20 Nov

19-20 Nov

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

IFTDO Conference & Exhibition - Evolving the HR Function as a Business Partner

Improving Performance and Productivity

Corporater EPM CONNECT

4th CSR & Sustainability Meetup in Dubai - Employees Engagement: improve productivity, performance and culture

HRM Summit


Dubai, UAE

Dubai, UAE

Dubai, UAE

Manama, Bahrain

2 days

4 days

3 days

1 day

2 days

IFTDO and the Ministry of Labor


Corporater

Dubai CSR & Sustainability

Roshcomm

79

EDUCATION


Date Title Type Location Duration Organizer Fees

19-21 Jan

20-21 April

10-14 May

9-20 August

15-19 Nov

29 Nov - 3 Dec

22-25 March

27-28 April

25-26 May

17-18 Oct

23-25 Nov

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Practitioners

Academics

Practitioners

15th International Conference: Delivering GCC 2030 Vision through Excellent Project Management

Government Performance & Benchmarking Summit - Achieving world-class standards in government excellence through successful performance improvement strategies

The Smart Data Summit 2015: Driving Customer Insight & Business Performance Through Big Data Solutions

Integrating Strategic, Operational & Tactical Leadership for Outstanding Performance

Improving Operation Performance & Productivity

Performance Management: Setting Objectives and KPI’s

Learning & Talent Development Forum

Government Performance & Benchmarking Summit - Driving Omani government excellence through improved performance management and e-transformation strategies

The Smart Data Summit 2015: Driving Customer Insight & Business Performance Through Big Data Solutions

XIII International Conference on Business, Economics and Management

CSR Saudi Arabia 2015


Dubai, UAE

Dubai, UAE

Dubai, UAE

Dubai, UAE

Dubai, UAE

Dubai, UAE

Muscat, Oman

Dubai, UAE

Dubai, UAE

Jeddah, Saudi Arabia

3 days

2 days

5 days

10 days

5 days

5 days

4 days

2 days

2 days

2 days

3 days

Project Management Institute

International Quality & Productivity Center


AZTech



Informa & Talent Enterprise

Centre for Organizational Excellence Research

Expotrade Global

Excellence in Research and Innovation for Humanity

Informa Middle East

US$ 1,250 - US$ 1,350

US$1500 - US$4999

US$ 4,250

$8,300

US$ 4,250

US$ 4,250

US$1,595 - US$4,395

US$2899-US$4999

N/A

€350 - €450

US$ 3,599

Table 7

PERFORMANCE MANAGEMENT EVENTS IN 2015

80

he Career section is aimed at delivering information about management job trends and salaries in the Gulf Area in

2014. Management, together with top management have been considered the most influential categories during the development and implementation process of performance management systems. Hence, the need to assess the state of these two job categories.

This section provides an overview of job trends and salaries in the Gulf, followed by independent overviews of each country within the GCC: the United Arab Emirates, Saudi Arabia, Kuwait, Qatar, Bahrain and Oman. The main job trends and performance criteria are presented distinctly for each state. Additionally, tables and charts enhance the visualization of salary levels for the main analyzed careers.

Management and top management salaries for each section within this chapter are a result of aggregated data from the 2015 Robert Walters Global Salary Survey and gulftalent.com. The specific positions highlighted are those of Chief Executive

Throughout 2014, the GCC continued its economic expansion, with Dubai replacing Bahrain as the center of financial services development. Top-tier management talent was in demand, especially within the fields of compliance, risk, and audit.

National and international banks measured their management candidates against performance criteria pertaining to financial analysis, wealth management and retail banking. Managers with proven experience in financial controlling and analysis were sought after within the services sector. The need for experienced sales and marketing managers was also noticeable as the demand for such potential candidates grew steadily throughout the year.

The table and charts below illustrate the salary levels of management and top management professionals in the main functional areas across the GCC. The data has been compiled and aggregated based on the 2015 Robert Walters Global Salary Survey, together with individual country data provided by salaryexplorer.com.

Table 8 points to the monthly gross salary of managers across the GCC, in relation to their pertaining functional areas. Additionally, Figure 72 contains the low and the high average management salary within the same region.

The average management and top management salary in the GCC registered a minimum of approximately $36k, while the maximum is set at $137k.

CAREER

T Officer (CEO), Chief Financial Officer (CFO), Chief Information Officer (CIO), Chief Operating Officer (COO), Human Resources Director/Manager, Finance Manager, Construction Manager, Commercial Manager, Contracts Manager, Planning Manager, MEP Manager, HSE Manager, Relationship Manager, General and Senior Manager, Managing Director.

The salary information listed in the Regional Overview section was aggregated for the most representative functional areas in the Gulf region, such as banking, legal, or sales industries. Emphasis falls onto the minimum and maximum values of managerial salaries under each functional area. An accompanying chart shows the average management salary in the region.

Individual country analyses target the most representative management positions for each country in the Gulf area. In addition, integrated charts illustrate the highlighted careers, together with the high, average, and low salary values.

GCC Overview

Table 8: Gross salary of managers in the GCC

Figure 72: Average management and top management salary in the GCC

Accounting and finance

Banking and financial services

Legal

Sales and marketing

Risk and compliance

Treasury

$16k

$10k

$19k

$14K

$10k

$7k

$52k

$52k

$41k

$35k

$52k

$52k

Min MaxIndustriesGross Salary/Month

81

CAREER


The most prominent management positions in the United Arab Emirates throughout 2014 were: Chief Information officer, HR Director, Chief Operating Officer and Chief Financial Officer. Reflecting an increasing demand for IT Managers and experienced Operations Supervisors in the UAE market, the Chief Financial Officer and Chief Operating Officer Job titles stand out as the careers with the highest maximum values in compensation levels.

Illustrated below is the financial performance of the main management positions, shown in accordance to their pertaining functional areas. The visible discrepancy between low and high gross salary values in related functional areas is explainable through higher performance achievements registered during past years. Hence, areas such as banking, financial services, treasury, risk and compliance reveal increased levels of profitability.

The section has been compiled and aggregated based on data provided by the “Gulf Talent” career site. The charts provided are sourced on data provided by gulftalent.com. The interpretation of data is meant to provide an introspective representation of the visual content.

The United Arab EmiratesAs for the average salary levels for the top management positions in the UAE, there are no significant discrepancies to indicate a lack of job market consistency. According to the following data, there is a sizeable tendency for IT Management positions to have higher compensation levels in the UAE, than in other GCC states. This may be due to a rapid development of information technology sectors in this part of the Gulf..

Figure 74: Average salary for CIO in the UAE

Figure 75: Average salary for COO in the UAE

Figure 76: Average salary for HR Director in the UAE

Figure 77: Average salary for CFO in the UAE

Figure 73: Financial performance of the main management positions in the GCC

UAE Gross Salary/Year (AUD) Max UAE Gross Salary/Year (AUD) Min

82

CAREER

The most influential management positions in Saudi Arabia throughout 2014, were: Chief Executive Officer (CEO), HR Director, Chief Operating Officer and Chief Financial Officer. Both the CEO and COO positions lead the management job register, with the highest values in compensation packages. When looking at the average management salary values for all of the top management jobs analyzed, the Chief Financial Officer position reveals slightly

In Kuwait, the Construction Manager position leads the salary market, alongside paramount positions such as Chief Executive Officer, Finance Manager and General Manager. The noticeable ascension of the Construction manager Position in Kuwait is an important indicator of the construction market expansion, as

lower compensation levels than the rest. Among possible causes, there is an increasing candidate competition for this position in Saudi Arabia, alongside a sizeable gap between high and low salary levels in the financial sectors of the country. The HR Director, or the HR Manager position turns out to be increasingly more valuable in all functional areas of Saudi Arabia, as average salary values for this position reveal high levels of performance.

well as the need for managerial talent in this sector. The average management salary levels disclose higher values for Chief Executive Officer positions. This may be due to the diversity included in the job specifications and the CEO performance level requirements, as opposed to the financial or other general manager titles.

Saudi Arabia

Kuwait

Figure 78: Average salary for CEO in Saudi Arabia

Figure 79: Average salary for COO in Saudi Arabia

Figure 82: Average salary for CEO in Kuwait

Figure 80: Average salary for HR Director in Saudi Arabia

Figure 81: Average salary for CFO in Saudi Arabia

Figure 83: Average salary for Finance Manager in Kuwait

83

CAREER


Figure 84: Average salary for General Manager in Kuwait Figure 85: Average salary for Construction Manager in Kuwait

Qatar has experienced a strong demand for planning managers, as a direct result of the country’s intensive commercial growth. Contracts and Commercial Managers lead the salary levels for management positions, with highest maximum and average values. Overall, the job market in Qatar seems the most leveled within the

QatarGulf region, with no major discrepancies in average management salary values. There is, however, a sizeable difference in high and low salary levels when it comes to the position of MEP (Mechanical, Engineering and Plumbing) Manager. This may be due to the wide range of job categories included in the MEP management title.

Figure 86: Average salary for Commercial Manager in Qatar

Figure 87: Average salary for Contracts Manager in Qatar

Figure 88: Average salary for Planning Manager in Qatar

Figure 89: Average salary for MEP Manager in Qatar

Happiness is driven by achievement. Achievement is an expression of performance. If we want to be in control of our happiness, we should be in control of our performance.

Aurel Brudan, CEO, The KPI Institute”“

84

CAREER

The most influential management positions in Bahrain, throughout 2014, were: Managing Director, Chief Executive Officer, Senior Manager, and Relationship Manager. The presence of the Relationship Manager Job title amidst the top

The most prominent management positions in Oman, throughout 2014, were: Chief Financial Officer, Chief Executive Officer, General Manager and HSE Manager (Health, Safety and Environment Manager). The importance of the financial sector to the market of Oman is revealed by the high performing salaries of Chief Financial Officers, who lead in both the average and the low categories of salary values. In the high range, CFO salary values

Bahrain

Oman

paying management positions in Bahrain, in 2014, highlights the importance of customer relationship management and business relationship management as main drivers of the market expansion.

are surpassed by those of General Manager and HSE manager. The General Manager category leads with maximum high values due to its broad interpretation as a category, which can also include CFO and CEO compensations. However, the HSE Manager is a narrow category, and it leaves no room for interpretation. The salary levels of the HSE Managers in Oman, as reflected below, reveal its high value within companies in Oman.

Figure 90: Average salary for CEO in Bahrain

Figure 91: Average salary for Senior Manager in Bahrain

Figure 94: Average salary for CFO in Oman

Figure 92: Average salary for Managing Director in Bahrain

Figure 93: Average salary for Relationship Manager in Bahrain

Figure 95: Average salary for CEO in Oman


Figure 98: Management Salary Overview in the GCC

Figure 96: Average salary for General Manager in Oman Figure 97: Average salary for HSE Manager in Oman

Your outlook upon life, your estimate of yourself, your estimate of your value are largely colored by your environment. Your whole career will be modified, shaped, molded by your surroundings, by the character of the people with whom you come in contact every day.

Orison Swett Marden, American author, philosopher”“

86

BEST-SELLING BOOKS

TitleNo. Author Published

Performance ManagementTable 9: Top 10 books on “Performance Management” (December 2014)

StrengthsFinder 2.0

The Power of Habit: Why We Do What We Do in Life and Business

How Google Works

Good to Great: Why Some Companies Make the Leap...And Others Don’t

The Five Dysfunctions of a Team: A Leadership Fable

The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers

Getting Things Done: The Art of Stress-Free Productivity

A Year with Peter Drucker: 52 Weeks of Coaching for Leadership Effectiveness

Strengths Based Leadership: Great Leaders, Teams, and Why People Follow

The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded

1

2

3

4

5

6

7

8

9

10

Tom Rath

Charles Duhigg

Eric Schmidt, Jonathan Rosenberg

Jim Collins

Patrick Lencioni

Ben Horowitz

David Allen

Joseph A. Maciariello

Tom Rath, Barry Conchie

Michael D. Watkins

2007

2014

2014

2001

2002

2014

2002

2014

2009

2013


Business Performance ManagementTable 10: Top 10 books on “Business Performance Management” (December 2014)

Analytics at Work: Smarter Decisions, Better Results

Strategic Supply Chain Management: The Five Core Disciplines for Top Performance, Second Editon

Information Dashboard Design: The Effective Visual Communication of Data

Performance Dashboards: Measuring, Monitoring, and Managing Your Business

Applied Insurance Analytics: A Framework for Driving More Value from Data Assets, Technologies, and Tools

Future Ready: How to Master Business Forecasting

The Art of Servant Leadership: Designing Your Organization for the Sake of Others

Business Analytics for Managers: Taking Business Intelligence Beyond Reporting

Enterprise Performance Management Done Right: An Operating System for Your Organization

Business Dashboards: A Visual Catalog for Design and Deployment

1

2

3

4

5

6

7

8

9

10

Thomas H. Davenport, Jeanne G. Harris

Shoshanah Cohen, Joseph Roussel

Stephen Few

Wayne W. Eckerson

Patricia L Saporito

Steve Morlidge, Steve Player

Tony Baron

Gert H. N. Laursen, Jesper Thorlund

Ron Dimon

Nils H. Rasmussen, Manish Bansal

2010

2013

2006

2010

2014

2010

2013

2010

2013

2009

he following section of the report is dedicated to best-selling books which have either Performance Management, or a closely-related

subject, as the main theme. The selection was compiled according to the top ten books on

Amazon.com, the world’s biggest online retailer.

The large number of results shown for each keyword highlights an increase in the number of experts offering their expertise in this domain, as well as a higher maturity when it comes to performance related research and publishing.The rankings below were generated in December, 2014 and, since then, change might have occurred.

T

87

RESOURCES



Corporate Performance ManagementTable 11: Top 10 books on “Corporate Performance Management”

Analytics in a Big Data World: The Essential Guide to Data Science and its Applications

Process Mining: Discovery, Conformance and Enhancement of Business Processes

Key Performance Indicators (KPI): Developing, Implementing, and Using Winning KPIs


Reinventing the CFO: How Financial Managers Can Transform Their Roles and Add Greater Value

Successful Business Intelligence: Unlock the Value of BI & Big Data

Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution

Applying Advanced Analytics to HR Management Decisions: Methods for Selection, Developing Incentives, and Improving Collaboration

Management Information Systems

Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits

1

2

3

4

5

6

7

8

9

10

Bart Baesens

Wil van der Aalst

David Parmenter

Patricia L Saporito

Jeremy Hope

Cindi Howson

Paul R. Niven

James C. Sesil

R. Kelly Rainer, Hugh J. Watson

Robert S. Kaplan and Steven R. Anderson

2014

2011

2010

2014

2006

2013

2014

2013

2013

2007


Enterprise Performance ManagementTable 12: Top 10 books on “Enterprise Performance Management” (December 2014)

Competing on Analytics: The New Science of Winning


Predictive Business Analytics: Forward Looking Capabilities to Improve Business Performance

Future Ready: How to Master Business Forecasting


Oracle Business Intelligence Applications: Deliver Value Through Rapid Implementations


Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics

Data Warehouse Design: Modern Principles and Methodologies

Visual Intelligence: Microsoft Tools and Techniques for Visualizing Data

1

2

3

4

5

6

7

8

9

10

Thomas H. Davenport, Jeanne G. Harris

Patricia L Saporito

Lawrence Maisel, Gary Cokins

Steve Morlidge, Steve Player

Cindi Howson

Simon Miller, William Hutchinson

Ron Dimon

Gary Cokins

Matteo Golfarelli, Stefano Rizzi

Mark Stacey, Joe Salvatore

2011

2013

2012

2011

2013

2009

2010

2013

2011

2011

88

RESOURCES


Operational Performance ManagementTable 13: Top 10 books on “Operational Performance Management” (December 2014)

Top 25 Logistics and Distribution KPIs of 2010

Best Practices and Strategies for Career and Technical Education and Training: A Reference Guide for New Instructors

Big Data Analytics: Turning Big Data into Big Money

Strategy Mapping for Learning Organizations

Operations Proficiency Model: A Path to Success for Educational Institutions

Don’t blame the tools: The adoption and implementation of managerial innovations

Improving Operational Performance and Management of Irrigation System: Improving Operational Performance and Management of Canal Irrigation System Using Hydraulic Modeling

Key Performance Indicator 26 Success Secrets: 26 Most Asked Questions On Key Performance Indicator - What You Need To Know

Top 25 Sales KPIs of 2010

Top 25 State Government KPIs of 2010

1

2

3

4

5

6

7

8

9

10

smartKPIs.com, Aurel Brudan

Kinga N. Jacobson

Frank J. Ohlhorst

Phil Jones

Jack Spain

Elizabeth Daniel, Andrew Myers

Javaid Tariq

Benjamin Hodges



2011

2013

2012

2011

2013

2009

2010

2013

2011

2011


Individual Performance ManagementTable 14: Top 10 books on “Individual Performance Management” (December 2014)

Leading Organization Design: How to Make Organization Design Decisions to Drive the Results You Want

The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance

The Talent Solution

Leadership, Happiness & Profit: 12 Steps to a High-Performance Business

Performance : Creating the Performance-Driven Organization

Building a Culture of Distinction: Facilitator Guide for Defining Organizational Culture and Managing Change

The Unwritten Rules: Leadership in the Work Place

Profiles in Performance: Business Intelligence Journeys and the Roadmap for Change

Legitimate Leadership

Rebuilding on Rock: ‘leaders re-creating culture’

1

2

3

4

5

6

7

8

9

10

Gregory Kesler, Amy Kates

Alison Davis, Jane Shannon

Edward L. Gubman

Terry “Doc” Dockery

Mark A. Stiffler

Sheila L. Margolis

Guy P. Fehr

Howard Dresner

Wendy Lambourne

Doug Booker, Mark Broadway

2010

2011

2009

2014

2006

2010

2014

2009

2013

2010

89

RESOURCES



Employee Performance ManagementTable 15: Top 10 books on “Employee Performance Management” (December 2014)

Technology Made Simple for the Technical Recruiter: A Technical Skills Primer

Gamify: How Gamification Motivates People to Do Extraordinary Things

People Follow You: The Real Secret to What Matters Most in Leadership

Reinvent: A Leader’s Playbook for Serial Success

Harvard Business Essentials: Performance Management: Measure and Improve the Effectiveness of Your Employees

Competency-Based Performance Reviews

Competency-Based Resumes: How to Bring Your Resume to the Top of the Pile

The Enemy of Engagement: Put an End to Workplace Frustration--and Get the Most from Your Employees

Change Management: The New Way: Easy to Understand; Powerful to Use

Performance : Creating the Performance-Driven Organization

1

2

3

4

5

6

7

8

9

10

Obi Ogbanufe

Brian Burke

Jeb Blount

Fred Hassan

Harvard Business School Press

Robin Kessler

Robin Kessler, Linda A. Strasburg

Mark Royal, Tom Agnew

Dutch Holland, Deborah Salvo

Mark A. Stiffler

2010

2014

2011

2013

2006

2008

2005

2011

2012

2006


Personal PerformanceTable 16: Top 10 books on “Personal Performance” (December 2014)

The Millionaire Real Estate Agent: It’s Not About the Money...It’s About Being the Best You Can Be!

Eat That Frog!: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time

The Decision Book: 50 Models for Strategic Thinking

A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance

The Power of Story: Change Your Story, Change Your Destiny in Business and in Life

Ministering Cross-Culturally: An Incarnational Model for Personal Relationships

Applied Sport Psychology: Personal Growth to Peak Performance

Motor Learning and Development

The Ultimate Secrets of Total Self-Confidence

Conative Connection: Uncovering the Link Between Who You Are and How You Perform

1

2

3

4

5

6

7

8

9

10

Gary Keller

Brian Tracy

Mikael Krogerus, Roman Tschäppeler

Daniel Markovitz

Jim Loehr

Sherwood G. Lingenfelter, Marvin K. Mayers

Jean Williams

Pamela Haibach, Greg Reid

Robert Anthony

Kathy Kolbe

2004

2007

2012

2011

2008

2003

2009

2011

2008

1997

90

RESOURCES


Operational Performance ManagementTable 17: Top 10 books on “Strategy Execution” (December 2014)

The 4 Disciplines of Execution: Achieving Your Wildly Important Goals

HBR’s 10 Must Reads on Strategy

Accelerate: Building Strategic Agility for a Faster-Moving World

Execution: The Discipline of Getting Things Done

The Soft Edge: Where Great Companies Find Lasting Success

Rhythm: How to Achieve Breakthrough Execution and Accelerate Growth

Healthcare Strategic Planning

The Execution Premium: Linking Strategy to Operations for Competitive Advantage

Management Accounting: Information for Decision-Making and Strategy Execution

The HR Scorecard: Linking People, Strategy, and Performance

1

2

3

4

5

6

7

8

9

10

Chris McChesney, Sean Covey

Harvard Business Review

John P. Kotter

Larry Bossidy, Ram Charan

Rich Karlgaard

Patrick Thean

Alan M. Zuckerman

Robert S. Kaplan, David P. Norton

Anthony A. Atkinson, Robert S. Kaplan

Dave Ulrich, Mark A. Huselid

2011

2013

2012

2011

2013

2009

2010

2013

2011

2011


Strategic ManagementTable 18: Top 10 books on “Strategic Management” (December 2014)

Playing to Win: How Strategy Really Works

Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant

HBR’s 10 Must Reads on Strategy (including featured article What Is Strategy?)

Strategic Management: Concepts and Cases: Competitiveness and Globalization

Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement

The Strategic Management of Health Care Organizations

Strategic Management: Text and Cases

Strategic Project Management Made Simple: Practical Tools for Leaders and Teams

Strategic Management and Business Policy: Globalization, Innovation and Sustainability

Strategic Management: A Competitive Advantage Approach, Concepts & Cases

1

2

3

4

5

6

7

8

9

10

A.G. Lafley, Roger L. Martin

W. Chan Kim, Renee Mauborgne

Harvard Business Review

Michael A. Hitt, R. Duane Ireland

John M. Bryson

Peter M. Ginter

Gregory Dess, G.T. (Tom) Lumpkin

Terry Schmidt

Thomas L. Wheelen, J. David Hunger

Fred R. David, Forest R. David

2013

2005

2011

2014

2011

2013

2013

2009

2014

2014


he following list was compiled by using the same methodology employed for Best-selling Books, only with

the focus being placed on the publication date. The content of this section reflects the most recent areas of interest in the

LATEST PUBLISHED BOOKST Performance Management field, as seen by experts.

Since the list containing the latest published books in this domain was created in January, 2015, changes might have occurred in the time lapsed. However, the information presented was accurate at that time.

Title

Title

No.

No.

Author

Author

Published

Published



Table 19: The latest published books on “Performance Management” (January 2015)

Table 20: The latest published books on “Corporate Performance Management” (January 2015)

Best Practices in Organizational Development: A Systems Approach to Achieving Business Potential

Performance Management: Concepts, Skills and Exercises

Performance Measurement: Building Theory, Improving Practice: Building Theory, Improving Practice

High Performance Through Process Excellence

Control Performance Management in Industrial Automation

Business Optimization: Six Steps to a Sustained Performance Culture

Sustainability Performance Evaluation System in Government

Performance Management in Nonprofit Organizations: Global Perspective

Managing and Measuring Performance in Public and Nonprofit Organizations: An Integrated Approach

Performance Measurement and Management for Engineers

Subject-Oriented Business Process Management

Balanced Scorecard 94 Success Secrets: 94 Most Asked Questions On Balanced Scorecard - What You Need To Know

Design Thinking Business Analysis: Business Concept Mapping Applied (Management for Professionals)

A Reference Architecture for Real-Time Performance Measurement: An Approach to Monitor and Control Manufacturing Processes

Analytics in a Big Data World: The Essential Guide to Data Science and its Applications

Small and medium companies manage essential series - full of small corporate performance management solution

Performance Management in 2013: State of the discipline annual magazine

The Servant Organization: Framework for Achieving Organizational Excellence Based upon Four Cornerstones

How Financial Slack Affects Corporate Performance: An Examination in an Uncertain and Resource Scarce Environment


1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

Quin Childress

Robert Cardy, Brian Leonard

Patria de Lancer Julnes, Marc Holzer

Mathias Kirchmer

Raymond M Oh

Greg Howes

Nan Chai

Zahirul Hoque, Lee Parker

Theodore H. Poister, Maria P. Aristigueta

Michela Arnaboldi, Giovanni Azzone

Albert Fleischmann, Werner Schmidt

Brandon Freeman

Thomas Frisendal

Sachin Karadgi

Bart Baesens

Kuang Wu Shou

The KPI Institute, Aurel Brudan

Ed Dean

Bernadette Gral

Cindi Howson

Dec. 4 , 2014

Dec.18th, 2014

Dec.18th, 2014

Dec.13th, 2014

Dec.10th, 2014

Nov. 6th, 2014

Nov. 6th, 2014

Oct. 23th, 2014

Oct. 13th, 2014

Sep. 15th, 2014

Dec. 14th, 2014

Nov. 10th, 2014

Oct. 15th, 2014

Jun. 3th, 2014

May 19th, 2014

May 1st, 2014

Feb. 7th, 2014

Jan. 14th, 2014

Dec. 30th, 2014

Oct. 15th, 2014

92

RESOURCES

Title

Title

No.

No.

Author

Author

Published

Published


Enterprise Performance Management

Table 21: Top 10 books on “Business Performance Management” (December 2014)

Table 22: The latest published books on “Enterprise Performance Management” (January 2015)

Biomimicry in Organizations: Drawing inspiration from nature to find new efficient, effective and sustainable ways of managing business

Business Optimization: Six Steps to a Sustained Performance Culture

High Performance Through Process Excellence

Organizational Optimization

Business Information Management: Improving Performance

Business Performance Measurement and Management: New Contexts, Themes and Challenges

Total Quality Management For Business Performance: A Survey of Indian IT Industry

Peak Business Performance Under Pressure: A Navy Ace Shows How to Make Great Decisions in the Heat of Business Battles

7 Razor Sharp Principles: Becoming a High Performance Organization amidst Turbulent Times

Open Innovation through Strategic Alliances: Approaches for Product, Technology, and Business Model Creation

Conduct Risk: It’s Not What You Do, It’s WHY You Do It

Balanced Scorecard 94 Success Secrets: 94 Most Asked Questions On Balanced Scorecard - What You Need To Know

Enterprise Risk Management: A Guide for Government Professionals

Modern enterprise management performance evaluation to quantify the whole case

Total Quality Management for Small & Medium Enterprises in India: Team-Building and Quality Certification- For Better the Organisational Performance

Enterprise Resource Planning 83 Success Secrets (What You Need to Know)


Open Source Data Warehousing and Business Intelligence

The Analytical Puzzle: Profitable Data Warehousing, Business Intelligence and Analytics

Formation of the mechanism of enterprise performance management: a case of the food industry of Ukraine

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

Fausto Tazzi et al

Greg Howes

Mathias Kirchmer

Robert Hutcherson

Jamie T Warner

Paolo Taticchi

Bhushan Dewan

Bill Driscoll et al

June Liau

Refik Culpan

Lee Werrell

Brandon Freeman

Karen Hardy, Allen Runnels

Zhou Yong Liang, Zhang Yi

Vijayagiri Bikshapathi

Matthew Wiley

Ron Dimon

Lakshman Bulusu

David Haertzen

Anatoliy Goncharuk

Dec. 19th, 2014

Dec. 19th, 2014

Dec. 13th, 2014

Dec. 11th, 2014

Dec. 2nd, 2014

Nov. 14th, 2014

Oct. 1st, 2014

Sep. 30th, 2014

Sep. 29th, 2014

Sep. 18th, 2014

Dec. 5th, 2014

Nov. 10th, 2014

Nov. 10th, 2014

Sep. 1st, 2014

July 28th, 2014

July 16th, 2013

April 1st, 2013

Aug. 6th, 2012

July 1st, 2012

April 17th, 2011

93

RESOURCES



Operational Performance ManagementTable 23: The latest published books on “Operational Performance Management” (January 2015)

Web and Network Data Science: Modeling Techniques in Predictive Analytics

Team Leadership in High-hazard Environments: Performance, Safety and Risk Management Strategies for Operational Teams

Performance Evaluation and Planning Methods for the Next Generation Internet

Performance Measurement

Supplier Relationship Management: Unlocking the Hidden Value in Your Supply Base

Integration of Data Mining in Business Intelligence Systems (Advances in Business Strategy and Competitive Advantage Book (Absca))

Supply Chain Integration and Operational Performance: A Study On Chemical Product Manufacturing Firms in Ethiopia

Monitoring Business Performance: Models, Methods, and Tools (Routledge Advances in Management and Business Studies)

Redefining Operational Excellence: New Strategies for Maximizing Performance and Profits Across the Organization

Delivering Value Using Business Process Management (BPM): A Practical Management, Business, Operational, Organizational and People View of Process Improvement

1

2

3

4

5

6

7

8

9

10

Thomas W. Miller

Randy E. Cadieux

Andre Girard

Luca Quagini

Jonathan O’Brien

Ana Azavedo

Daniel Atnafu Gelagay

Per Lind

Andrew Miller

Ed Burns

TitleNo. Author

Individual Performance ManagementTable 24: Top 10 books on “Individual Performance Management” (December 2014)

Well-being and Performance at Work: The role of context

Left of Boom: Putting Proactive Engagement to Work

Building High-Performance Local Governments: Case Studies in Leadership at All Levels

Human Factors Challenges in Emergency Management: Enhancing Individual and Team Performance in Fire and Emergency Services

Performance Management (HR Fundamentals)

The Effectiveness of Performance Appraisal Systems: Employee Relations and Human Resource Management

The Last Piece - A Guide to Managing People

Optimizing Talent in the Federal Workforce

Dream Killers: The Real Reasons Small Businesses Fail

The Unwritten Rules: Leadership in the Work Place

1

2

3

4

5

6

7

8

9

10

Marc van Veldhoven, Riccardo Peccei

Phillip B. Wilson

Anton Gardner, John Pickering

Christine Owen

Linda Ashdown

Grace Debrincat

Dudley Davidson-Jarrett

William J. Rothwell, Aileen G. Zaballero

Gregory L. Walz

Guy P. Fehr

Published

Dec. 12th, 2014

Dec. 7th, 2014

Sep 5th, 2014

Aug. 28th, 2014

Aug. 28th, 2014

Aug. 28th, 2014

Aug. 18th, 2014

Aug. 1st, 2014

July 30th, 2014

June 18th, 2014

Dec. 31st, 2014

Dec. 28th, 2014

Nov. 13th, 2014

Nov. 12th, 2014

Oct. 28th, 2014

Sep. 26th 2014

Aug. 18th, 2014

July 17th, 2014

May 11th, 2014

Feb. 20th, 2014

94

RESOURCES

Title

Title

No.

No.

Author

Author

Published

Published


Personal Performance

Table 25: The latest published books on “Employee Performance Management” (January 2015)

Table 26: The latest published books on “Personal Performance” (January 2015)

$ Remuneration Systems - rewards employees seek

Best Practices in Organizational Development: A Systems Approach to Achieving Business Potential

Performance Management: Concepts, Skills and Exercises

The Leadership Code: People-Focused, Values-Based Leadership for Maximum Performance

The Leadership Zone: Lessons from the Front Lines

Creating High Performers: 7 Questions to Ask Your Direct Reports

According to Human: Putting the Human Back in Human Resources

Job Motivation, Satisfaction, and Performance among Bank Employees

What Does It Mean To Be A Manager?: Five Phases of Employee Performance and Eighteen Tasks of Management

The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace

Powerhouse: Turbo boost your effectiveness and start making a serious impact

Be More Productive: A Simple Guide on Being More Productive and Getting Things Done

You, On Paper: Expert Help on How to Write a Resume

Change Your Mind, Change Your Health: 7 Ways to Harness the Power of Your Brain to Achieve True Well-Being

The Cosmos Revelation: Practical Ways To Build A Better Life

A runner’s guide to sport psychology and nutrition

Burnout for Experts: Prevention in the Context of Living and Working

Gender and the Work-Family Experience: An Intersection of Two Domains

Me, my best self and I: Discover what you really want and how to get it

Selfish, Scared and Stupid: Stop Fighting Human Nature And Increase Your Performance, Engagement And Influence

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

LSOM

Quin Childress

Robert Cardy, Brian Leonard

AJ Slivinski

Ahmad-Shah Duranai

William M Dann

Robert J Braathe and Huda Masood

Springer Gary

Gil Herman

Ron Friedman

Mike Clayton

Justin Dallas

Greg Fall

Anne Marie Ludovici MS, Dr. James O. Prochaska

Luane Hanson

Andrew M. Lane, Tracey J. Devonport

Sabine Bährer-Kohler

Maura Mills

Moritz Ostwald

Kieran Flanagan, Dan Gregory

Dec. 29th, 2014

Dec. 24th, 2014

Dec. 18th, 2014

Dec. 16th, 2014

Dec. 16th, 2014

Dec. 12th, 2014

Dec. 11th, 2014

Dec. 11th, 2014

Dec. 9th, 2014

Dec. 2nd, 2014

Dec. 31st, 2014

Dec. 30th, 2014

Dec. 22th, 2014

Dec. 22th, 2014

Dec. 17th, 2014

Dec. 15th, 2014

Dec. 13th, 2014

Dec. 10th, 2014

Dec. 7th, 2014

Sep. 15th, 2014

95

RESOURCES



Strategy ExecutionTable 27: The latest published books on “Strategy Execution” (January 2015)

The Future of Strategy: A Transformative Approach to Strategy for a World That Won’t Stand Still

Always on: Digital Brand Strategy in a Big Data World

Who Stole My Customer??: Winning Strategies for Creating and Sustaining Customer Loyalty (2nd Edition)

Strategic Entrepreneurial Finance: From Value Creation to Realization (Routledge Advanced Texts in Economics and Finance)

25 Need-to-Know Strategy Tools

Bringing Strategy Back: How Strategic Shock Absorbers Make Planning Relevant in a World of Constant Change (Jossey-Bass Business & Management Series)

The Seven Inconvenient Truths of Business Strategy

The Strategic Alliance Handbook: A Practitioners Guide to Business-to-Business Collaborations

Leading Procurement Strategy: Driving Value Through the Supply Chain

Getting There from Here: Bridging Strategy and Execution

1

2

3

4

5

6

7

8

9

10

Johan Aurik, Martin Fabel

Arve Peder Øverland

Harvey Thompson

Darek Klonowski

Vaughan Evans

Jeffrey L. Sampler

Paul Hunter

Mike Nevin

Carlos Mena, Remko van Hoek

Greg French

TitleNo. Author

Strategic ManagementTable 28: The latest published books on “Strategic Management” (January 2015)

Strategic Management of Healthcare Organizations: A Stakeholder Management Approach

Strategic Challenges for the Base of the Pyramid

Play a Bigger Game: Proven Strategies to Design & Grow Your Successful Busines

Introduction to strategic marketing management (Introductory Marketing)

Strategic Management: Strategists at Work

Global Strategic Management

Sustainable Strategic Management

The Strategic Mind (Strategic Thinking Trilogy)

Essentials and Creating of Balanced Scorecard For Strategic Management by SWOT and Strategic Map

The Future of Strategy: A Transformative Approach to Strategy for a World That Won’t Stand Still

1

2

3

4

5

6

7

8

9

10

Jeffrey S. Harrison

Patrick A.M. Vermeulen, Edgar Hutte

Deborah Baker

New Art Technologies Inc.

Robert MacIntosh, Donald Maclean

Gerardo R. Ungson, Yim-Yu Wong

W Edward Stead

Bob Gorzynski

Tomohisa Fujii

Johan Aurik, Martin Fabel

Published

Dec. 31st, 2014

Dec. 31st, 2014

Dec. 28th, 2014

Dec. 28th, 2014

Dec. 26th, 2014

Dec. 18th, 2014

Dec. 18th, 2014

Dec. 17th, 2014

Dec. 12th, 2014

Dec. 4th, 2014

Dec. 29th, 2014

Dec. 28th, 2014

Dec. 22nd, 2014

Nov. 12th, 2014

Dec. 11th, 2014

Dec. 3rd 2014

Nov. 28th, 2014

Oct. 28th, 2014

Sep. 28th, 2014

Sep. 26th, 2014

96

Title Author Date JournalPerformance Management

here are two stages in the process of improving a certain field of activity or subject. The first takes place on the theoretical scene

and the second employs the gained knowledge in a real-life situation. Because the two are inseparable, education plays a role that is just

as important as its practical applications. As such, the following section is an extension of the educational side of performance management, by presenting a list of academic articles written in 2014.

JOURNAL ARTICLES

Table 29: The Latest Published Articles on “Performance Management” (January 2015)

T

Impact of Performance Management in Public and Private Organizations

Beyond feedback control: the interactive use of performance management systems. Implications for process innovation in Italian healthcare organizations

Organizational Culture and the Paradox of Performance Management

Beyond the Skinner Box: The Design and Management of Organization-Wide Performance Systems

Availability Payments and Key Performance Indicators: Challenges for Effective Implementation of Performance Management Systems in Transportation Public-Private Partnerships

The Case for Performance Management In Public Works and Infrastructure

Sustainability: the missing element in performance management

Global performance management systems: The role of trust as perceived by country managers

Performance Management Systems in the Public Housing Sector: Dissemination to Diffusion

What qualitative research can tell us about performance management systems

A Strategic Approach to Performance Management in Banks: The Balanced Scorecard

Performance management

How good are you at performance management? : technology upgrade - word of mouse

Ulrik Hvidman, Simon Calmar Andersen

Chiara Demartini, Piero Mella

Jeannette Taylor

William B. Abernathy

Wendell C. Lawther, Lawrence Martin

Juita-Elena (Wie) Yusuf, William M. Leavitt

Jane Maley

Jane F. Maley, Miriam Moeller

Nirmala Nath, Umesh Sharma

Bruno Cohanier

Elif Ozturk, Ali Coskun

Chaneta Isaac

Rob Bothma

Oxford Journal of Public Administration, Research and Theory

The International Journal of Health Planning and Management

Public Performance & Management Review

Journal of Organizational Behavior Management

Journal of Public Works Management Policy

Journal of Public Works Management Policy

Asia-Pacific Journal of Business Administration

Journal of Business Research

Australian Accounting Review

Qualitative Research in Accounting & Management

Accounting and Finance Research

International Journal of Managment, IT and Engineering

HR Future

January, 2014

January, 2014

December, 2014

December, 2014

April, 2014

May, 2014

March, 2014

January, 2014

March, 2014

April, 2014

March, 2014

February, 2014

January, 2014

The selection has been made based on the following key words: performance management, organizational performance, performance measurement, operational performance, employee performance and, finally, personal performance.

The information has been gathered by using the following sources: Google Scholar Search, sciencedirect.com and anelis.ro.

97

RESOURCES


Title Author Date JournalPerformance Management

Influence of Performance management on Manpower planning

Approaches to Achieve Personal Values in Performance Management of Service Government

Connotation of Performance Management on Employee Productivity

Performance Management System in International Context

A conceptual model for performance management in organizations

Effect of strategic performance management on organizational niche in a challenging economy

Changing Routine: Reframing Performance Management within a Multinational

Performance Management: Perceiving Goals as Invariable and Implications for Perceived Job Autonomy and Work Performance

Leveraging employer branding, performance management and human resource development to enhance employee retention

Exploring logistics performance management in supplier/retailer dyads

Leveraging human capital through performance management process: the role of leadership in the USA, France and India

Performance Management in Practice: The Power of Words in the Words of HR Practitioners

Management learning, performance and reward: theory and practice revisited

Adopting a contemporary performance management system : A fast-growth small-to-medium enterprise (FGSME) in the UAE

Performance Management Models for Public Health: Public Health Accreditation Board/Baldrige Connections, Alignment, and Distinctions

Ankita Dhamija

Huang Lei, Zhou Lu, Wang Bin

Khushboo Seth Srivastava

Abhishek Gupta

Seyed Akbar Nilipour Tabatabai, Mehdi Karbasian, Seyed Mohsen Mirbagheri

Olufunso Olusanya, Tony Oluwasanya Adewale

Philip Stiles, Jonathan Trevor, Elaine Farndale, Shad S. Morris, Jaap Paauwe, Günter K. Stahl, Patrick Wright

Bård Kuvaas, Robert Buch, Anders Dysvik

Wayne F. Cascio

Helena Forslund

C. Lakshman

Martin McCracken, Paula Marie O’Kane, Travor C. Brown, Nicholas Read

Caroline Rowland

Mohamed Behery, Fauzia Jabeen, Mohammed Parakandi

Grace Gorenflo, David M. Klater, Marlene Mason, Pamela Russo, Lillian Rivera

January, 2014

May, 2014

July, 2014

May, 2014

June, 2014

June, 2014

December, 2014

December, 2014

April, 2014

March, 2014

January, 2014

January, 2014

April, 2014

January, 2014

January/February, 2014

International Journal of Exclusive Management

International Journal of Business and Social Science

International Journal of Interdisciplinary Research

Journal of Radix International Educational and Research Consortium

Arabian Journal of Business and Management Review

International Journal of Marketing and Technology

Journal of Management Studies

Human Resource Management

Human Resource Development International

International Journal of Retail & Distribution Management

The International Journal of Human Resource Management

Academy of Management Journal

Journal of Management Development

International Journal of Productivity and Performance Management

Journal of Public Health Management & Practice

98

RESOURCES

Title

Title

Author

Author

Date

Date

Journal

Journal


Organizational Performance

The relationship between strategic performance measurement system and organizational capabilities: The role of beliefs and boundary control systems

Managerial Influence in Performance Measurement System Design: A Recipe for Failure?

Is performance measurement and management fit for the future?

Behavioral-Economic Nudges and Performance Measurement Models

Alpha and Performance Measurement: The Effects of Investor Disagreement and Heterogeneity

The effect of performance measurement systems on firm performance: A cross-sectional and a longitudinal study

Performance Measurement of Major League Baseball Teams Using Network DEA

The theory and practice of performance measurement

The use of performance measurement systems in the public sector: Effects on performance

Performance measurement and indicators for water supply management: Review and international cases

Research opportunities in strategic management field: a performance measurement approach

Causality Between High-Performance Work Systems and Organizational Performance

Knowledge leadership to improve project and organizational performance

High-Performance Work Systems and Organizational Performance in Emerging Economies: Evidence from MNEs in Turkey

Total JIT (T-JIT) and its impact on supply chain competency and organizational performance

Rapiah Mohamed, Wee Shu Hui, Ibrahim Kamal Abdul Rahman, Rozainun Abdul Aziz

Anne-Marie Kruis, Sally K. Widener

Steven A. Melnyk, Umit Bititci, Ken Platts, Jutta Tobias, Bjørn Andersen

Mary A. Malina, Frank H. Selto

Wayne Ferson, Jerchern Lin

Xenophon Koufteros, Anto (John) Verghese, Lorenzo Lucianetti

Herbert F. Lewis

Pietro Micheli, Luca Mari

Roland F. Speklé, Frank H.M. Verbeeten

Mateus Ricardo Nogueira Vilanova, Paulo Magalhães Filho, José Antônio Perrella Balestieri

Rogerio Tadeu de Oliveira Lacerda, Leonardo Ensslin, Sandra Rolim Ensslin

Duckjung Shin, Alison M. Konrad

Li-Ren Yang, Chung-Fah Huang, Ting-Jui Hsu

Geoffrey Wood, Kamel Mellahi, Ekrem Tatoglu, David G. Collings, Mehmet Demirbag

Kenneth W. Green Jr, R.Anthony Inman, Laura M. Birou, Dwayne Whitten

Asian Journal of Business and Accounting

Behavioral Research in Accounting

Management Accounting Research

Journal of Management Accounting Research

The Journal of Finance

Journal of Operations Management

Data Envelopment Analysis: International Series in Operations Research & Management Science



Renewable and Sustainable Energy Reviews

International Journal of Business Performance Management

Journal of Management

International Journal of Project Management

Management International Review

International Journal of Production Economics

January, 2014

March, 2014

June, 2014

May, 2014

August, 2014

September, 2014

February, 2014

June, 2014

June, 2014

November, 2014

March, 2014

July, 2014

January, 2014

June, 2014

January, 2014

Table 30: The Latest Published Articles on “Performance Measurement” (January 2015)

Table 31: The Latest Published Articles on “Organizational Performance” (January 2015)

99

RESOURCES


Title

Title

Author

Author

Date

Date

Journal

Journal

Organizational Performance

Operational Performance

Corporate Social Responsibility or CEO Narcissism? CSR motivations and organizational performance

Multiple dimensions of human resource development and organizational performance

Social Context, Management, and Organizational Performance: When human capital and social capital serve as substitutes

Board Processes, Board Strategic Involvement, and Organizational Performance in For-profit and Non-profit Organizations

Customer Orientation and Organizational Performance: Mediating Role of CRM

Efficacy of Organizational Intelligence on Hospitals’ Performance Indicators

Critical factors, food quality management and organizational performance

Executive Compensation, Organizational Performance, and Governance Quality in the Absence of Owners

Use of cloud computing, web 2,0 and operational performance: the role of supply chain integration

Operating internationally—The impact on operational performance improvement

Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns

Power planning in ICT infrastructure: A multi-criteria operational performance evaluation approach

Carbon emission reduction: the impact on the financial and operational performance of international companies

Risk-based operational performance analysis using loss functions

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Oleg V. Petrenko, Federico Aime, Jason Ridge, Aaron Hill

Sun Young Sung, Jin Nam Choi

Kenneth J. Meier, Nathan Favero, Mallory Compton

Chris Bart, Pengji Wang, Hongjin Zhu

Dae-Yul Jeong, Sung-Min Kim, Dong-Ju Yoon

Asadi Mahboubeh, Tabatabaee Seyed Saeed, Khayat Moghadam Saeed

Dimitrios P. Kafetzopoulos, Katerina D. Gotzamani

Ashley N. Newton

Sebastian Bruque, Jose Moyano, Juan Manuel Maqueira

Krisztina Demeter

Muhammad Usman Ahmed, Mehmet Murat Kristal, Mark Pagell

Sheng-Tun Li, Wei-Chien Chou

Isabel Gallego-Álvarez, Liliane Segura, Jennifer Martínez-Ferrero

Seyed Javad Hashemi, Salim Ahmed, Faisal I. Khan

Bongsug (Kevin) Chae, Chenlung Yang, David Olso, Chwen Sheu

November, 2014

August, 2014

December, 2014

December, 2014

September, 2014

June, 2014

June, 2014

December, 2014

January, 2014

March, 2014

August, 2014

December, 2014

August, 2014

September, 2014

March, 2014

Strategic Management Journal

Journal of Organizational Behavior

Public Management Review

Journal of Business Ethics

Advanced Science and Technology Letter

World Applied Sciences Journal

Food Control

Journal of Corporate Finance




Omega

Journal of Cleaner Production

Chemical Engineering Science Journal

Decision Support Systems Journal

Table 32: The Latest Published Articles on “Operational Performance” (January 2015)

100

RESOURCES

Title

Title

Author

Author

Date

Date

Journal

Journal

Operational Performance

Employee Performance

Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities

Aligning Supply Chain Relational Strategy with the Market Environment: Implications for Operational Performance

Analyzing banks’ intermediation and operational performance using the Hicks–Moorsteen TFP index: The case of Iran

Pricing and Operational Performance in Discretionary Services

The impact of sales and operations planning practices on manufacturing operational performance

A Study on the Drivers of Employee Engagement Impacting Employee Performance

Idiosyncratic Deals and Employee Performance: The Role of Team Orientation and Social Comparison

What Could Have Been Done? Circuit City: A Case Study of Management and Employee Performance Failure

Determinants of employee engagement and their impact on employee performance

Organizational Tenure and Employee Performance. A Multilevel Analysis

Impact of Social Networking on Employee Performance

Exploring the Role of Productivity Propensity in Frontline Employee Performance: Its Relationship with Customer Orientation and Important Outcomes

The Impact of Applicant Faking on Selection Measures, Hiring Decisions, and Employee Performance

Incentives to Move up the Echelon: Impact of Inter-hierarchical Pay Gaps on Employee Performance

Work Characteristics and Employee Performance: Does Needs-Supply Congruence Matter?

On the same side of the fault line: Inclusion in the leader’s subgroup and employee performance

Sebastian Kortmann, Carsten Gelhard, Carsten Zimmermann, Frank T. Piller

Karthik N. S. Iyer, Prashant Srivastava, Mohammed Y. A. Rawwas

Amir Arjomandi, Abbas Valadkhani, Martin O’Brien

Chunyang Tong, Sampath Rajagopalan

Antônio Márcio Tavares Thomé, Rui Soucasaux Sousa, Luiz Felipe Roris Rodriguez Scavarda do Carmo

Madhura Bedarkar, Deepika Pandita

Satvir Singh, Anjali Chaudhry, Prajya Rakshit Vidyarthi, Richard A. Posthuma

Todd A. Campbell

Anitha Jagannathan

Niklas K. Steffens, Meir Shemla, Jürgen Wegge, Stefan Diestel

Naheed Ashraf, Tasawar Javed

Eric G. Harris, Tom J. Brown, John C. Mowen, Andrew Artis

John J. Donovan, Stephen A. Dwight, Dan Schneider

Hui Liao, Wei Chi, Rui Zhao, Lei Wang, Qing Ye

Scott B. Dust, Christian J. Resick

Bertolt Meyer, Meir Shemla, Jia Li, Jürgen Wegge

Journal of Operations Management

The Journal of Marketing Theory and Practice

Research in International Business and Finance Journal

Production and Operations Management

International Journal of Production Research

Procedia - Social and Behavioral Sciences Journal


Performance Improvement

International Journal of Productivity and Performance Management

Group Organization Management

Business Management and Strategy

Psychology & Marketing

Journal of Business and Psychology



Journal of Management Studies

November, 2014

January, 2014

January, 2014

April, 2014

July, 2014

May, 2014

January, 2014

April, 2014

March, 2014

December, 2014

December, 2014

March, 2014

September, 2014

January, 2014

January, 2014

December, 2014

Table 33: The Latest Published Articles on “Employee Performance” (January 2015)

101

RESOURCES


Title Author Date JournalPersonal Performance

Neural patterns underlying social comparisons of personal performance

Communication, Networking and Personal Development Skills Trained during the Educational Process

The impact of materialism and anti-consumption lifestyles on personal debt and account balances

The personality systems framework: Current theory and development

Domain of Competence: Personal and Professional Development

Facebook’s potential for personal, social, academic and career development for higher education students

Cognitive-Behavioral Processes Based on Using the ABC Analysis by Trainees’ for Their Personal Development

Personal Leadership Development in International Business

A guided empowerment self-audit as a school improvement strategy

Does self-improvement explain well-being in life and at workplace? Analysis based on selected measures of well-being

Michael Lindner, Sarah Rudorf, Robert Birg, Armin Falk, Bernd Weber, Klaus Fliessbach

Roxana Enache, Alina Crisan

Marcelo Vinhal Nepomuceno, Michel Laroche

John D. Mayer

Patricia J. Hicks, Daniel Schumacher, Susan Guralnick, Carol Carraccio, Ann E. Burke

Kenneth Wong, Reggie Kwan, Kat Leung, Fu Lee Wang

Oana A. David, Silviu A. Matu, Sebastian Pintea, Carmen D. Cotet, Diana Nagy

Raj Aggarwal, John W. Goodell

Charity Fleming Smith, Debbie Goodman

Anna Maria Zawadzka, Anna Szabowska-Walaszczyk

June, 2014

December, 2014

September, 2014

December, 2014

March, 2014

February, 2014

April, 2014

January, 2014

September, 2014

June, 2014

Social Cognitive and Affective Neuroscience

Procedia - Social and Behavioral Sciences

Journal of Business Research

Journal of Research in Personality

Academic Pediatrics Journal

International Journal of Innovation and Learning

Journal of Rational-Emotive & Cognitive-Behavior Therapy

Journal of Teaching in International Business

Research in Higher Education Journal

Polish Psychological Bulletin

Table 34: The Latest Published Articles on “Personal Performance” (January 2015)

102

or today’s business environment and the fast-paced corporate world, even e-mail connections may seem too slow and

unresponsive. Since 2012, social media has been encompassed in a booming ascension trajectory. While everyday connections are being delivered by platforms such as Facebook, business to business interactions migrated towards specialized social networks, such as LinkedIn. It offers the proper environment to share, exchange and analyze current trends, news and expertise related to various fields of business.

Thus, when it comes to Performance Management, five different categories of groups have been identified, namely Performance Management, Balanced Scorecard, Business Intelligence, Key Performance Indicators and Employee Performance Management.

The highly dynamic nature of the field becomes obvious when comparing the number of members from the 2013 to the 2014

F analysis. If, last year, the Business Intelligence, Big Data, Analytics, MIS Reporting & Database Group had 69,794 members, in 2014 it has grown up to 90,549 members. The Human Resources (HR) & Talent Management Executive group had, in 2013, 254,135 members but, in 2014, it numbered 352,139 members. Also, the group PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics grew from 10.810 to 15.710 members.

Overall, every group experienced an increase in the number of members, thus reflecting the increasing interest given to specific domains related to performance management.

Each group’s member base is represented below. The number of members was correct at the time of the research (February, 2015). However, given the high dynamism of social media, the number of members for the presented groups might have increased ever since.

COMMUNITIES




Balanced Scorecard

Key Performance Indicators

Members

Members

Members

Members

Members

Table 35: Performance Management communities

Table 37: Business Intelligence communities

Table 39: Employee Performance Management communities

Table 36: Balanced Scorecard communities

Table 38: Key Performance Indicators communities

Business Improvement, Change Management and Performance

PERFORMANCE: Measurement, Management, KPI, Balanced Scorecard, Business Intelligence, Analytics

Performance Management Professional Group

Business Intelligence, Big Data, Analytics, MIS Reporting & Database Group


EPM - Business Intelligence

Human Resources (HR) & Talent Management Executive

Talent Management Group

Employee Performance Management (HR)

Balanced Scorecard Practitioners Global Network


Balanced Scorecard Group



Key Performance Indicator (KPI) Users Group

48,343

15,710

10,285

90,549

37,006

12,242

352,139

3,026

2,846

12,549

15,710

4,350

15,710

4,788

4,194


PORTALS

Name

Name

No.

No.

Rank on Alexa.com

Rank on Alexa.com

Table 40: The most visited portals according to Alexa.com (January 2015)

Table 41: The most visited portals according to Ranking.com (January 2015)

www.kpiinstitute.org

www.KPILibrary.com

www.smartKPIs.com

www.businessintelligence.com

www.b-eye-network.com

www.dashboardinsight.com

www.dashboardspy.com

www.enterprise-dashboard.com

www.dashboardzone.com

www.performanceportal.org

www.enterprise-dashboard.com

www.dashboardinsight.com

www.smartKPIs.com

www.KPILibrary.com

www.b-eye-network.com

www.dashboardspy.com

www.businessintelligence.com

www.kpiinstitute.org

www.dashboardzone.com

www.performanceportal.org

236,039

241,264

245,309

369,469

469,230

617,055

864,629

981,341

1,580,240

3,305,115

175,403

176,817

377,547

402,918

830,498

1,389,344

1,509,939

Not Ranked

Not Ranked

Not Ranked

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

t comes as no surprise that today’s world relays mostly on online content as a prime source of information and knowledge. The

following section was born with the intention of providing necessary guidelines for online orientation in the Performance Management field. Thus, the tables below provide a ranking of the ten most accessed Performance Management related websites, based on their online traffic statistics.

The ranking in the first table is provided by Alexa.com, while the second ranking was provided by Ranking.com, both of which are

I considered web statistics authorities. The order of the selected websites differs for Alexa.com

and Ranking.com. While the first one presents kpiinstitute.org, KPILibrary.com and smartKPIS.com as the first three portals, the latter, Ranking.com, shows enterprise-dashboard.com, dashboardinsight.com and smartKPIs.com as the most visited Performance Management websites.

However, the overall trend is centered on performance related tools, such as Dashboards, Scorecards and KPIs.

104

Gartner’s Magic Quadrants

The main study that reviews software products is provided by Gartner, the research and advisory company. Three of their Magic Quadrants are quoted below, all reflecting the latest developments in the software market, from three perspectives: Corporate Performance Management, Business Intelligence and Talent Management.

In March 2014, Gartner released its report, “Magic Quadrant for Corporate Performance Management Suites”, which presents a global view of the primary vendors that offer CPM suites.

As a trend for 2014, Gartner mentions that the growth of the overall CPM market has slowed, but opportunities were still identified, and vendors continued to invest in their suites, especially those for cloud, IMC, analytics and integrated planning. In 2014, the need for improved analytics in CPM applications remained strong. “CFOs see facilitating analysis and decision making as top areas for improvement” (Gartner, 2014).

As Gartner states, in 2014 three new CPM vendors were added, namely Adaptive Insight, Axiom EPM and Solver, while no vendors were dropped from the Magic Quadrant.

The software solutions were evaluated based on seven criteria: 1. Product or Service: CPM suite functionality;2. Overall Viability: the organization’s financial health;3. Sales Execution/Pricing: the vendor’s capabilities in all sales activities;4. Market Responsiveness/Record: effectiveness in the market; 5. Marketing Execution: evaluated as part of both “Market Responsiveness” and “Operations”6. Customer Experience: the capability to deliver presales and post-sales support7. Operations: the organization’s capability to meet goals and commitments regarding CPM suites.

s the entire report proves, one of the biggest trends in 2014 was the emergence of huge amounts of data that

organizations have to deal with, at all levels. In order to ease both the access and the understanding, performance related systems need different enablers, and technology always comes in hand.

SOFTWAREThis edition presents the results of two studies conducted by different entities and in different manner, but having the same purpose, namely to rank software solutions providers. Details about their results can be found below on roughly the same levels, especially chosen for consistency.

Figure 99: Magic Quadrant for Talent Management Suites (Gartner, June 2014)

A


In 2014, the Leaders in terms of CPM suites were Oracle, SAP and IBM, the Challengers were SAS and Infor. Prophix Software was rated as the highest niche player, while the category Visionaries clustered vendors such as Host Analytics, Tagetik, Adaptive Insight, Longview Solutions, Board International and prevero.

105

SOFTWARE


Each February, Gartner releases one of its most important research reports: Magic Quadrant for Business Intelligence and Analytics. As stated in the 2014 Magic Quadrant, this year was considered to be a critical one, dominated by the task of making “hard types of analysis easy,” and by the increasing complexity that new data sources and new types of analysis introduced (Gartner, 2014).

Some of the most 2014 important trends in BI and Analytics identified by Gartner are:

a) The market was in the middle of an accelerated transformation from BI systems, used mainly for measurement and reporting, to those that also support analysis, prediction, forecasting and optimization;

b) Companies and independent software vendors have embedded both traditional reporting (dashboards and interactive analysis) and more advanced ones, such as prescriptive analytics, built from statistical functions and algorithms available on BI platforms;

c) A “race” to fill the gap in governed data discovery: Leaders, which “own” the installed base market share, have been trying to address that by focusing their new product investment on business-user-driven data discovery and analysis: Qlik planned to release a completely re-architected, enterprise-ready version of its platform (QlikView), while Microsoft, MicroStrategy and SAS have surpassed others when it comes to integrating their enterprise and new data discovery capabilities;

d) Advances in self-service data integration, which included: automatic semantic identification, the automation and encapsulation of advanced analytics, exploration with natural-language query technologies. IBM and SAS were drivers of these new approaches;

e) 2014 was a tipping point for cloud adoption: 45% of respondents to Gartner’s BI and analytics platform Magic Quadrant survey mentioned they would place their mission-critical BI in the cloud.

Figure 100: Magic Quadrant for Business Intelligence and Analytics (Gartner, February 2014)


Some of the most notable changes by comparison with the 2013 Magic Quadrant were:

a) Capabilities added: geospatial and location intelligence, embedded advanced analytics, business user data mash-up and modeling, embeddable analytics, support for big data sources;

b) All vendors in the Leaders quadrant were moved to the left in terms of Completeness of Vision, which reflects the fact that no vendor is fully addressing the critical space in the market for “governed data discovery”;

c) In 2013, Tableau and Qlik occupied similar positions in the Leaders quadrant. In 2014, Tableau surpassed Qlik, as customers rated it as one of the best vendors for the fourth year in a row.

d) If in 2013, the Visionaries quadrant, dedicated to those software solutions rated as thought-leaders and innovators was empty but, in 2014, Alteryx and Panorama Software migrated toward this quadrant due to their high scores for innovation, market understanding and product strategy.

106

SOFTWARE

Figure 101: Magic Quadrant for Corporate Performance Management Suites (Gartner, March 2014)

In June 2014, Gartner launched the second edition of the “Magic Quadrant for Talent Management Suites”, which assesses the market for vendors who help organizations “manage the key processes of plan to source, acquire to onboard, perform to reward and assess to develop” (Gartner, 2014).

Gartner defines talent management as a set of applications that includes workforce planning, talent acquisition, performance appraisal, goals management, succession management, compensation management etc. Historically, companies needed multiple software solutions for their HR functions but, as the vendor community increased, talent management suites have become a viable option. In 2014, Gartner mentioned that this market has finally become firmly established. Gartner also emphasized the fact that a growing number of respondents considered that talent management integration is a very important aspect.

When it comes to the results, it can be observed that, just as in the first edition, this Magic Quadrant has no Challengers (as Gartner explains, it seems customers continue to value innovation over execution). The same three suites are the Leaders, namely SAP (Success Factors), Cornerstone OnDemand and Oracle. In the Niche Players section we find vendors such as HR Smart, Meta4 or Adrenalin eSystems, while some of this quadrant’s Visionaries are Halogen Software, IBM Kenexa (which moved here from Niche Player), YalentSoft or PeopleFluent.

The G2 Crowd Scores

G2 Crowd is an independent online software review platform, which relies on real feedback from the users of business technology solutions. In order to compile “The Grid”, G2 Crowd rates products and services algorithmically, in real-time, and “based on data sourced from product reviews shared by G2 Crowd users and data aggregated from online sources and social networks” (G2 Crowd).The satisfaction rating is affected by the following factors: - Overall Customer Satisfaction and NPS Score;- Customer Satisfaction with 2nd Level Product Attributes;- Popularity and statistical significance.G2 Crowd’s Grids are also divided into four categories, namely: - Leaders: vendors who deliver products that are rated highly by G2 Crowd users;- High Performers: their products are highly rated, but have not yet achieved the Leaders’ level; - Contenders: vendors who have received below average user satisfaction ratings- Niche: they might have good customer satisfaction scores, but they have not received enough reviews.

G2 Crowd states that “the ratings may change as the products are further developed, the vendors grow, and as additional opinions are shared by users”.

G2 Crowd features both software examples and reviews, as well as Grids for numerous categories, namely CRM & Related, Marketing, Accounting & Finance, Analytics, Business Intelligence, CAD & PLM, Collaboration & Productivity, Content Management, Digital Advertising, E-Commerce, Hosting Services, HR, IT Infrastructure Software, IT Management, IT Security, Professional Services, Regional Supply Chain & Logistics, as well as Vertical Industry Software.

Out of all these categories, the Performance Management in 2014 report now offers details about the Grids available for three performance related fields, namely the Grid for Performance Management, the Grid for Business Analytics and the HR Management Suites.

107

SOFTWARE


Figure 102: Grid for Performance Management (G2 Crowd, July 2014)

Figure 103: Grid for Business Intelligence (G2 Crowd, September 2014)

Figure 104: Grid for HR Management Suites (G2 Crowd, June 2014)

The report, launched in July 2014, featured performance management products ranked by customer satisfaction and market presence. According to G2 Crowd, performance management products are usually sold as part of an HR suite. In order to compile the Grid, the company only gathered reviews from users who specifically stated that they employ the product for performance management.

When it comes to performance management, the Leaders are SuccessFactors and Workday, UltiPro and Halogen TalentSpace are High Performers, Oracle PeopleSoft is a Contender, while SikRoad is part of the Niche category.

Grid for Performance Management

The Grid for Business Intelligence was launched in September 2014 and it ranks all the vendors that have at least 10 reviews on the G2 Crowd online platform. In comparison to the Grid for Performance Management, this Grid features more software vendors, thus highlighting the fact that Business Intelligence solutions users are the most active on the G2 Crowd platform out of all the categories our report presents.

In 2014, the Business Intelligence Leaders that G2 Crowd has identified are Tableau Desktop, Qlikview, TIBCO Spotfire, SAS BI and Oracle BI, while vendors such as Alteryx and GoodData BI are considered High Performers. Some of this edition’s Contenders are Hyperion, MicroStrategy and IBM Congos, and the Niche vendors are Birst and Pentaho.

Grid for Business Intelligence

The Grid for HR Management Suites was launched in June 2014. This Grid also contains numerous vendors, in other words the ones who have received more than 10 reviews on the G2 Crowd platform. Therefore, we can infer that there is a high interest when it comes to HR Management dedicated software solutions.

In 2014, the Leaders in the field were SuccessFactors, UltiPro, Workday, and Oracle PeopleSoft. Vendors such as Halogen TalentSpace, SilkRoad, and Cornerstone OnDemand are part of the High Performers, while Oracle Taleo and IBM Kenexa are Contenders. Just like in the case of the other Grids, the Niche category has the fewest vendors, namely PeopleFluent and Kronos.

Grid for HR Management Suites

The following observations can be made by comparing the results displayed in Gartner’s Magic Quadrants and, respectively, in G2 Crowd’s Grids: - Business Intelligence vendors: both Gartner and G2 Crowd rated roughly the same companies as Leaders, namely Tableau, Qlik, SAS, Oracle and Tibco. Differences appear within the other categories, mainly due to their different significance, as well as due to the methodologies employed;- Performance Management vendors: no similarities can be found between Gartner’s Magic Quadrant Corporate Performance Management Suites and G2 Crowd’s Grid for Performance

Management, mainly due to the fact that the latter focuses on the HR function; - Employee performance vendors: similar companies are included in Gartner’s Magic Quadrant for Talent Management and in G2 Crowd’s Grid for HR Management Suites. However, Oracle is the only Leader that remains consistent in both approaches. As a trend for the year 2014, we can notice an increasing interest in different rankings and tools that can help companies make better decisions when it comes to software vendors, which basically proves a higher degree of maturity when it comes to performance related technology solutions.

108

The two-day interactive program will help you understand personal performance, by explaining the benefits and clarifying the process of measuring it. It focuses on identifying ways to boost your performance outside working hours.

Participants will not only understand the importance and implementation phases for the Customer Service Excellence standards, but they will also be given the necessary tools to implement it internally and measure its impact externally.

Attendees will gain exposure to best practices and key concepts and will learn how to establish and use criteria for performance evaluations, from implementation to improvement and maintenance of the company’s employee performance management system.

Participants’ skills in managing supplier performance and developing a strategic approach to procurement will be developed by enabling the identification of performance gaps and implementing action agreements with suppliers.

This course offers insights and best practices for improving performance in different scenarios, from data analysis and reporting, decision making and initiative management, to building a performance culture.

Benchmarking methodological uniqueness is represented by the identification and analysis of the processes that lead to a superior performance of a company, offering the opportunity to compare an organization’s performance against industry competitors.

The course will help improve the business planning process and long-term organizational performance, through the use of strategic planning tools that will ultimately lead to smarter and quicker strategic decisions.

An exclusive framework that provides insights on effective visual communication, through a rigorous approach to creating visual representations of vast information, techniques of standardization and tailored data visualization tools.

This program is meant to improve the practical skills in working with KPIs and developing instruments like scorecards and dashboards. Participants will acquire a sound framework to measure KPIs, starting from the moment they are selected, until results are collected in performance reports.

Attendants will understand through practical learning how to effectively collect, analyze and interpret data by enabling managers/ analysts to draw insights from both quantitative and qualitative data, based on historical statistics and trend analysis.

Certified Personal Performance Professional Certified Customer Service Performance Professional

Certified Employee Performance Management Professional Certified Supplier Performance Professional

Certified Performance Improvement Professional Certified Benchmarking Professional

Certified Strategy and Business Planning Professional Certified Data Visualization Professional

Certified KPI Professional Certified Data Analysis Professional

To browse through our upcoming training courses and select the solution that best addresses your personal and professional objectives we recommend you visit: http://store.kpiinstitute.org/scheduled-courses

THE KPI INSTITUTE’S PROFESSIONAL CERTIFICATION PROGRAMS

To browse through our upcoming training courses and select the solution that best addresses your personal and professional objectives visit our online Store. store.kpiinstitute.org/scheduled-courses

CERTIFICATION PROGRAMS 2015

AmericasBrazilCanadaMexicoUSA

EuropeAustriaRomaniaUK

AfricaMoroccoNigeriaSouth Africa

AustraliaChinaIndiaIndonesiaMalaysiaSingapore

Middle EastBahrainEgyptKuwaitOmanQatarSaudi ArabiaTurkeyUAE

Scheduled Courses in 2015

COUNTRIESCERTIFICATION TRAINING COURSES IN25

Year of establishment

# Years spent onresearching performancebest practice

2004organization Research education

11

# KPI examples published on smartKPIs.com

# Organizations assistedthrough smartKPIs.com

# Education programsdelivered

20,47528,000

4

228# Open training courses delivered

# In-house training courses delivered

115113

# Client organizations614

# Professionals trained

# Training days delivered

3,400

55425

For more details: store.kpiinstitute.org

110

SOFTWAREContent. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2014 Statistics. Media Exposure. Educational Programs. Main Events in the field. Career. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Kingdom of Bahrain. Kingdom of Saudi Arabia. Kuwait. Qatar. United Arab Emirates. | Keywords analyzed. Analytics. Balanced Scorecard. BI. Business Intelligence. Business Performance Management. Corporate Performance Management. Dashboard. Employee Evaluation. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Individual Performance Plan. Key Performance Indicators. KPI. Metrics. Operational Performance Management. Performance Appraisal. Performance Criteria. Performance Evaluation. Performance Management. Performance Management Plan. Performance Management System. Performance Measures. Performance Review. Scorecard. Strategic Performance Management. Strategy Execution. Strategy Implementation. Strategy Management. | Educational Degree Institutions. University of Bahrain, College of Business Administration. Arabian Gulf University, French Arabian Business School. Ahlia University, College of Business and Finance. University College of Bahrain. Kingdom University, College of Business Administration. AMA International University of Bahrain, College of Administrative and Financial Services. Gulf University, College of Administrative and Financial Sciences. King Saud University. King Abdulaziz University, Faculty of Economics and Administration. Umm Al-Qura University, College of Management Sciences and Tourism. King Faisal University, College of Business Administration. Jazan University, Faculty of Business Administration. Taif University, College of Administrative and Financial Sciences. Qassim University, College of Business and Economics. Majmaah University, College of Business Administration. Alfaisal University, College of Business. Salman Bin. Abdulaziz University, College of Business Administration. University of Hail, College of Business Administration. Al Jouf University, College of Humanities and Administrative Sciences. Dammam University, College of Business Administration. Prince Mohammad Bin Fahd University, College of Business Administration. Northern Border University, College of Business Administration. Efat University, College of Business. Dar Al Uloom University, College of Business Administration. Al Yamamah University, College of Business Administration. University of Business and Technology, Fahad Bin Sultan University, College of Business and Management. Kuwait University, College of Business Administration. American University of Kuwait. Australian College of Kuwait. Kuwait Maastricht Business School. Sultan Qaboos University, College of Economics and Political Science. Oman College of Management and Technology, Department of Administrative and Financial Sciences. University of Nizwa, College of Economics, Management & Information Systems. Middle East College, Management Studies Department. Sohar University, Faculty of Business. Dhofar University, College of Commerce and Business Administration. Muscat College, Scottish Qualifications Authority Program. Modern College of Business and Science. Al Buraimi University College, Department of Business Administration and Accounting. College of Banking and Financial Studies. Mazoon University College. Sur University College, Business Department. Majan College, Faculty of Business Management. Gulf College. Qatar University, College of Business and Economics. United Arab Emirates University, College of Business and Economics. American University of Ras Al Khaimah. American University of Sharjah, School of Business Administration. Zayed University College of Business. University of Sharjah, College of Business Administration. American University in Dubai, School of Business Administration. University Wollongong in Dubai. Abu Dhabi University, College of Business. Manipal University. Ittihad University, College of Management & Information Systems. Amity University. SZABIST Institute of Science and Technology. Canadian University of Dubai, School of Business Administration. The British University in Dubai, Faculty of Business. Al Ghurair University, College of Business Studies. ALHOSN University, Faculty of Business. University of Dubai. American University in the Emirates, College of Business Administration. University of Modern Sciences, College of Business. Murdoch University, Murdoch Business School. Jumeira University. City University College of Ajman | Performance Management Events. 2014. Kingdom of Bahrain: Manama. Kingdom of Saudi Arabia: Jeddah, Madinah. Kuwait: Kuwait City. Oman: Muscat. Qatar: Doha. United Arab Emirates: Dubai, Abu Dhabi, Sharjah. | Career. Jobs. Salaries. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Personal Performance. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 15. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Gartner: Magic Quadrant for Corporate Performance Management Suites, Magic Quadrant for Business Intelligence and Analytics, Magic Quadrant for Talent Management Suites. The G2 Crowd Scores: Grid for Performance Management, Grid for Business Intelligence, Grid for HR Management Suites.

Date post:	17-Aug-2015
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Performance Management Trends 2015 - GCC Report

Leadership & Management