Operational Performance Monitoring and Review Procedure
Performance Quality Monitoring
Scope:
To enable departments to measure its capacity in meeting its performance targets
Background:
Performance quality monitoring is critical in organizations to achieve its objectives and maintain its quality
services to its employees and stakeholders. It provides insights to monitor and identify areas for
streamlining, optimization, efficiency and improve overall performance.
Principles:
Outcome-Oriented focus – Performance Monitoring focuses on measuring its progress through
its strategic goals established within the organization
Continuous Improvement – Measures the learning and growth of all employees by providing
learning opportunities to enhance their skills and performance.
Strategy Alignment – Alignment with the strategic goals established by the organization aids in
measuring its progress of success.
Data Driven Decision Making – Data collection through monitoring improves processes and
resource allocations.
Key Terms
Term Meaning Source
Balance Scorecard A monitoring tool that aids in Kaplan, R. S., & Norton, D. P.
assessing the performance of a (1992). The balanced scorecard
department across four —measures that drive
perspectives: financial, internal performance. Harvard Business
business, customer and learning Review
and growth.
Quality Indicator Dashboard A tool used in providing real time Antony, J., & Antony, F. J.
overview of key performance (2022). Design for Six Sigma
indicators that allows for easy (DFSS) for Service Design
identification of areas requiring
improvement and monitoring
areas to continuously provide
consistency in quality services.
Policy Guide:
The Business Compliance department maintains a Balanced Scorecard that reflects the summary of
Department’s key performance indicators containing the following highlights:
a. Financial Perspective
b. Internal Business Perspectives
c. Internal/External Customer Perspectives
d. Learning and Growth
1. Preparation – The Business Compliance department in collaboration with Stakeholders and all
departments to provide the forms to Department managers for fulfillment semi-annually. Forms
will be given to the Department every 15th of June and December of each year.
2. A template for Operational Reporting shall be provided by the Department managers to support
the form containing relevant information for Financial, Operations, Customers and Continuous
learning of employees
3. Quality objectives set for the year will be used as the basis of Targets were achieved by the
department.
4. Once results are extracted from the reports, Departments shall provide insights,
recommendations and analysis.
5. The balanced Scorecard form along with the supporting reports shall be sent to the Business
Compliance Department every 30th of June and December of the year for analysis and extraction
onto the Quality Indicator Dashboard.
References:
Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—measures that drive performance.
Harvard Business Review
Baldrige Excellence Framework. (2023). Retrieve from https://www.nist.gov/performance-excellence on
March 26, 2024
