Proposed Performance Management System (PMS) using performance prism indicators case study at NGO XYZ

https://doi.org/10.35912/jbpd.v4i2.4534
Published: Jan 15, 2025

Abstract:

Purpose: The NGO XYZ, a prominent Indonesian NGO, faces the dual challenge of demonstrating accountability and sustaining growth in the competitive philanthropic sector. This study proposes a Performance Management System (PMS) tailored to NGO XYZ using the Performance Prism framework, which emphasizes stakeholder satisfaction, contributions, strategies, processes, and capabilities.

Method: This research utilizes qualitative and quantitative methods, including organizational analysis, stakeholder interviews, and the Analytic Hierarchy Process (AHP), to identify and prioritize key performance indicators (KPIs).

Results: These indicators span multiple stakeholder groups including donors, beneficiaries, employees, regulators, and suppliers. This study highlights the importance of metrics such as donor growth, program impact, and regulatory compliance in aligning NGO XYZ’s strategic objectives with its operational practices. The key findings reveal that donor satisfaction and retention, beneficiary empowerment, and employee productivity are critical for enhancing the performance of NGO XYZ. The research identifies gaps in innovation, donor engagement, and program sustainability and recommends strategic interventions to address these challenges.

Conclusions: Enhancing NGO XYZ’s performance requires a multifaceted approach that prioritizes donor engagement, employee development, and technological innovation. Strategic alignment with community needs and stakeholders further ensures long-term program sustainability and impact. By integrating personalized services, digital tools, and continuous capacity building, XYZ can improve operational efficiency and maintain a competitive edge in the nonprofit sector.

Limitations: This analysis is limited by the absence of longitudinal data and direct stakeholder feedback, which may restrict the depth of insights into long-term effectiveness.

Contributions: This conclusion offers a strategic roadmap for nonprofit organizations aiming to improve performance through integrated stakeholder engagement, digital transformation, and capacity development.

Keywords:
1. Analytic Hierarchy Process (AHP)
2. Beneficiary Empowerment
3. Operational Efficiency
4. Performance Management System (PMS)
5. Program Sustainability
Authors:
1 . Faradhina Astri Nabilla
2 . Dermawan Wibisono
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How to Cite
Nabilla, F. A. ., & Wibisono, D. . (2025). Proposed Performance Management System (PMS) using performance prism indicators case study at NGO XYZ. Jurnal Bisnis Dan Pemasaran Digital, 4(2), 161–182. https://doi.org/10.35912/jbpd.v4i2.4534
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Vol. 4 No. 2 (2025): Januari
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  1. Amran, Atiqah, N. F., & Noor, M. N. M. (2022). Faktor Pengaruh Bahasa Inggeris dalam Pembelajaran Bahasa Mandarin Sebagai Bahasa Asing Nur Farrah Atiqah Amran & Muhammad Nazirul Mohd Noor. Retrieved from
  2. Ceptureanu, S. I., Ceptureanu, E. G., Luchian, C. E., & Luchian, I. (2018). Community based programs sustainability. A multidimensional analysis of sustainability factors. Sustainability, 10(3), 870. https://doi.org/10.3390/su10030870
  3. Chalhoub, M. S. (2009). The effect of management practices on corporate performance: an empirical study of non-governmental organizations in the Middle East. International journal of management, 26(1), 51.
  4. Choong, K. K. (2013). Understanding the features of performance measurement system: a literature review. Measuring business excellence, 17(4), 102-121. https://doi.org/ 10.1108/MBE-05-
  5. Chude, I. D., Chude, N. P., & Egbunike, C. F. (2022). Intellectual Capital and Financial Performance of Quoted Manufacturing Firms. Annals of Human Resource Management Research, 2(2), 147-160. https://doi.org/10.35912/ahrmr.v2i2.1251
  6. Evans, T. L. (2019). Competencies and pedagogies for sustainability education: A roadmap for sustainability studies program development in colleges and universities. Sustainability, 11(19), 5526. https://doi.org/10.3390/su11195526
  7. Haq, M. A. A. (2021). Evaluating Institutional Contributory Performance Towards The Sustainable Development of Zakat Recipients in Kedah, Malaysia. Universiti Utara Malaysia.
  8. Heslop, N. (2023). Global trends in generosity. Retrieved from
  9. Hristov, I., Appolloni, A., Chirico, A., & Cheng, W. (2021). The role of the environmental dimension in the performance management system: A systematic review and conceptual framework. Journal of cleaner production, 293, 126075. https://doi.org/ 10.1016/j.jclepro.2021.126075
  10. Indratno, I., Verdiana, A., & Purawinata, R. F. S. (2024). Integrative transcendental planning in Rawabogo Village with a Hermeneutic approach. Journal of Sustainable Tourism and Entrepreneurship, 5(2), 75-91. https://doi.org/10.35912/joste.v5i2.1750
  11. Jayadi. (2020). Sustainable Local Development in Indonesia’s Decentralization Policy.
  12. Johanson, U., Almqvist, R., & Skoog, M. (2019). A conceptual framework for integrated performance management systems. Journal of Public Budgeting, Accounting & Financial Management, 31(3), 309-324. https://doi.org/10.1108/JPBAFM-01-2019-0007
  13. Kaplan, R. S. (2009). Conceptual foundations of the balanced scorecard. Handbooks of management accounting research, 3, 1253-1269. https://doi.org/10.1016/S1751-3243(07)03003-9
  14. Kumar, P., & Nirmala, R. (2015). Performance management system (PMS) in Indian small and medium enterprises (SMEs): a practical framework-a case study. Asian Journal of Research in Business Economics and Management, 5(9), 1-15. http://dx.doi.org/10.5958/2249-7307.2015.00168.1
  15. Natanugraha, F. A. (2021). Performance Assessment Using OKR (Objective & Key Results) Method in PT ABCD. International Journal of Science and Research (IJSR).
  16. Neely, A. D., Adams, C., & Kennerley, M. (2002). The Performance Prism: The Scorecard for Measuring and Managing Business Success.
  17. Patrick, O. A., Chike, N., & Phina, O. N. (2022). Workplace Bullying and Performance of Employees: Manufacturing Firms Perspective in Anambra State. Annals of Human Resource Management Research, 2(2), 117-129. https://doi.org/10.35912/ahrmr.v2i2.1339
  18. Rahma, S., Triono, A., & AT, M. E. P. (2023). Implementing social security programs for employees in Bandar Lampung: Challenges and recommendations. Journal of Governance and Accountability Studies, 3(2), 109-119. https://doi.org/10.35912/jgas.v3i2.1873
  19. Shamsi, A. F. (2010). Performance management techniques and approaches for effective organizational development process-gainsays and effectuations. Journal of Business Strategies, 4(2), 78. https://doi.org/10.35912/jomabs.v2i1.2632
  20. Wibisono, D. (2006). Manajemen kinerja: konsep, desain, dan teknik meningkatkan daya saing perusahaan.
  21. Wibisono, D. (2012). How to Create a World Class Company: Panduan bagi Manajer dan Direktur. PT. Gramedia Pustaka Utama, Jakarta.
  22. Yonla, M. N., Auta, H. D., Katunku, F. L., & Dafeng, T. G. (2024). Roles of positive psychological capital resources dimensions on self-employment creation among youths. Journal of Sustainable Tourism and Entrepreneurship, 5(2), 111-128. https://doi.org/10.35912/joste.v5i2.2154