Integrated Financial Management Information System (IFMIS) is designed to improve accountability, transparency, and efficiency of the government financial management. The core of IFMIS in Indonesia is SPAN (Sistem Perbendaharaan dan Anggaran Negara). SPAN plays main role in organization process. SPAN supports job completion as well. This research links information system (SPAN) and individual performance. This study investigates the relationship among technology characteristics, task characteristics, computer self efficacy (CSE), task technology fit (TTF) and utilization toward SPAN's user performance. This is a causal explanatory research. Questionnaires were distributed to SPAN's users in Lombok Island and analyzed by partial least square (Smart PLS). Analytical results show that technology characteristics and task characteristics have positive influences to TTF and TTF has positive influence of utilization.
Agile Performance Improvement demonstrates the mutual benefits that accrue to the worlds of performance consulting and agile software development when the values and principles of both are blended synergistically under the guidance of practitioners skilled in both. The agile performance improvement model blends the principles of human performance technology with the frameworks and practices of Agile. The result is an approach that maximizes the value of interactions among the consultant, the work team, and the customer. Unlike traditional end-to-end waterfall processes, agile performance improvement delivers value continuously and in small increments, relentlessly focusing on outcomes of value to the customer. Building on structures of Agile that are used in software development, such as Scrum, the agile performance improvement model considers the human component of holistic solutions in establishing a continuous stream of value. Bob Winter, a performance consultant, was the product owner for the corporate education scrum supporting an agile transition initiative for hundreds of engineering teams. From this cross-disciplinary experience, he discovered that the two cultures, two languages, and two methodologies of performance consulting and agile software development are?far from being incongruent, incompatible, or irrelevant to each other?in fact ideally suited to complement and support each other. Being agile improves the effectiveness of the performance consultant, and applying the lessons of human performance technology improves the effectiveness of software development teams. In Agile Performance Improvement, Winter teaches performance consultants how to apply agile principles, values, and methods usefully to the tasks of optimizing human performance in areas of practice not only adjoining but also well beyond the realm of software and IT engineering, such as corporate learning solutions, human resources systems, and non-software products. Conversely, he shows engineering teams immersed in an agile environment how to boost their performance using the principles and techniques taught and cultivated by performance consultants. The author, who has worked extensively on both sides of the traditional divide, recounts entertainingly but informatively how both sparks and fur can fly when geeks encounter people people.
The industrial economy is transforming from a production-based model into a more intelligent performance-based model. Yet despite the proven benefits that selling performance provides, too many managers and policy makers still focus on designing, manufacturing, and selling goods using costly economic models and production methods. Replete with case studies, new examples, and decades of proven research, the second edition of The Performance Economy outlines the strategies needed to face tomorrow's challenges by using science and knowledge to improve product performance, create jobs, and increase wealth and welfare. Additional topics include a description of the skills needed to produce and sell performance, details of how performance is managed over time (long-term thinking), and clear explanations that illustrate how manual and skilled jobs are created - all while reducing the consumption of non-renewable resources and contributing to a low carbon, low toxin society. This book is essential reading for all interested in development economics, and industrial and business economics.
Most pay-for-performance initiatives fail to deliver results. Close examination of failed initiatives by early adopters reveals several common causes. Foremost, HR departments are often burdened by traditional administrative challenges and therefore unable to find the necessary time to adequately execute a strategic initiative like pay for performance. Also, once companies deploy a pay-for-performance technology solution, they rarely follow through with the education and training necessary to ensure that managers understand the value of the initiative and how to use the technology properly. The technology solution itself can also be a roadblock to success if it does not integrate tightly with other critical HR applications and support a robust array of functionality. Without these three elements—strategic HR, management buy-in, and the right technology solution—pay for performance is unlikely to succeed and often leads to a series of negative consequences for HR and the entire organization.
