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LECTURER:

DR. SANAA ABD AL-KARIM

GROUP 3:AZZAH HANIM SUHAIRI MR111022MYRNA MAWAR WULAN MR 111120ZAINURAIN ZAINAL ABIDIN MR 111049

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Introduction

Problem Statements And Objective

Literature Review

Methodology

Discussion

Conclusion and Recommendations

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1966: Started as

United Engineers(Malaysia) Bhd

Good reputation :

One of thecountrys leading

engineering

The company group, UEM Land fully-owned

subsidiary of Khazanah Nasional Bhd

An investment of theMalaysia Government.

The four corebusiness:

1. Township and

Property

Development

2. Engineering and

Construction

3. Asset and Facility

Management

4. Expressways

Current project: Undertaking the

development of Nusajaya which is

located in Johor; one of the five

flagship zones of Iskandar Malaysia

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At the individual level, the scorecardought to impose the similar control

concerning presentation as do higherlevel scorecards.

Cascading thescorecards enables

a degree of

transparency intoorganizationalperformance

As a result, the staffs outcomewould not give an expected impactto the departmental score

Issue: In UEM

Land, the HODsdid not cascade

their departmentalKPI accordingly to

the staff.

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To find out theusage and its

effectiveness ofPMS system in the

company, UEMLand

To elaborate therelation of itssystem to the

companys goals interms of cascading

the scorecards toits employees

To enhance thecompanys

performance

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An urgencies to change and toconvert the conventionalmanagement tools to newadvance system (Kaplan &

Norton, 1992)

To better managethe performance of

organizations.

New advance system:Performance

Management System(PMS)

Projected to providerelevant information,

be timely andspecific.

System to plan, makedecision and controlthe activities within

the organization

(Alwi, 2009)

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The purpose of this section is to describe theresearch design and the method of datacollection.

To get better understanding on this topic, wehad decided to make interview session with

the UEM Land staff.

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Our approach:

4 WivesMR. H

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When is UEM Land

Performance Review?

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Why PMS?

Linkage of other

HR matters.

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What is our goal? Cascaded from the upper management

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Where does the

strategic &

operationaloutputs

constitute to

company

objectives?

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How is the effect of

improper cascading

towards the UEM Land

performance?

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Communication

InformationDistribution

Commitment

A continuous interaction between higher level andlower level staff is very important.

No acceptable flaws during cascading thescorecard so that each and everyone in theorganizations understand and align with thecompany to achieve its goals.

In ensuring the good system continues in UEML, itrequires full commitment and discipline fromeveryone from every level in the organizations.

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SMART Guidelines

SPECIFIC

The objectives need to clearly worded, understandable andexplicit. An objective that is too general for example mayrequire more action steps than are effective.

MEASURABLE

Defines how it will be monitored or tracked and measured;progress of results or actions can be gauged in a moreobjective manner.

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