Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Multi-disciplinary Studies | en_US |
| dc.contributor | Institute of Textiles and Clothing | en_US |
| dc.creator | Fung, Hon-wah | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/1476 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | - |
| dc.rights | All rights reserved | en_US |
| dc.title | Performance management system for the technical support department of a fixed network telecommunications operator | en_US |
| dcterms.abstract | What you measure is what you get. We understand that an effective organization's performance management system is very important in today's competitive environment. Especially for the newly deregulated fixed network telecommunications industry in Hong Kong. The Balanced Scorecard is a performance management tool that is used to decide performance, customer service, financial, employees' satisfaction and productivity process measures. The Balanced Scorecard monitors the key elements of a company's strategy by analysing financial, customer, internal process, and innovation and learning perspectives. In this research, the Balanced Scorecard has been proposed to establish a performance management system in the Technical Support Department in a new fixed network telecommunications operator in Hong Kong. We hope that the successful experience in Technical Support Department will be shared by other departments for the development of their own scorecards. Hence, the performance of the whole organization can be improved by adopting the Balance Scorecard approach. The research started with the review in Hong Kong's telecommunications market. With the understanding of the industrial background and company situation, SWOT (strengths, weaknesses, opportunities, threats) analysis was then conducted to determine the strategy of the organization and that of the Technical Support Department. Before building up the Balanced Scorecard, the performance management systems in three organizations had been studied. With the result of previous chapters, we have designed a performance management system based on the Balanced Scorecard approach. The expected improvements after implementation would then be discussed. Furthermore, the contribution of this system toward the organization has been investigated. We would discuss the potential problems and recommendations for improvement during and after implementation. Finally, conclusion and possible further developments would also be suggested. | en_US |
| dcterms.extent | vi, 83 leaves : ill. ; 30 cm | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 1998 | en_US |
| dcterms.educationalLevel | All Master | en_US |
| dcterms.educationalLevel | M.Sc. | en_US |
| dcterms.LCSH | Organizational effectiveness -- Measurement -- Case studies | en_US |
| dcterms.LCSH | Organizational effectiveness -- Evaluation -- Case studies | en_US |
| dcterms.LCSH | Performance standards -- China -- Hong Kong -- Case studies | en_US |
| dcterms.LCSH | Strategic planning -- China -- Hong Kong -- Case studies | en_US |
| dcterms.LCSH | Telecommunication -- China -- Hong Kong -- Management -- Case studies | en_US |
| dcterms.LCSH | Hong Kong Polytechnic University -- Dissertations | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b14259217.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 2.8 MB | Adobe PDF | View/Open |
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