Institutionalizing the performance monitoring system of the power plant

Date of Publication


Document Type

Master's Thesis

Degree Name

Master of Business Administration


Ramon V. Del Rosario College of Business


Decision Sciences and Innovation

Thesis Adviser

Divina M. Edralin

Defense Panel Chair

Raymund B. Habaradas

Defense Panel Member

Azenith H. Castillo
Rafael Gerardo S. Tensuan
Maria Victoria P. Tibon
Brian C. Gozun


In this action research, our team focused on addressing the issue on the lack of an integrated performance monitoring system which we, HR and O&M Department, have collaboratively identified. Aguinis (2013) defined Performance Management as a continuous process of identifying, measuring and developing the performance of individuals and teams, and aligning performance with the strategic goals of the organization. Manifestations on the lack of integrated performance monitoring system include weak strategic alignment and poor communication. According to Axson (2007) Strategic alignment is a favorite phrase used to indicate that everyone is on the same page. Alignment between all elements of the performance management process is critical. In many instance strategic alignment is handicapped when strategic plans are not widely communicated and understood. In this action research we aimed to align our performance monitoring system, establish a standard performance reporting template that will showcase the overall performance of the power plant and lastly, to support Operations and Maintenance Department to develop an effective operation strategy. All these objectives will lead to our end goal of improving the performance of the power plants to achieve our company's target and for the business to be sustainable. In addressing our issue, we were guided by Balanced Scorecard and DublinsI3 Change Implementation Model. Balanced Scorecard was our reference in developing our integrated performance monitoring system. On the other hand, DublinsI3 Change Implementation Model was our guide in institutionalizing our integrated performance monitoring system. These frameworks helped us to develop and execute our interventions effectively. The success of this action research lies on the support, cooperation and participation of my collaborators and the Management. Above all, this action research has changed me professionally and personally. This broadens my knowledge and competencies on power plant operations, business management and Human Resource management. Furthermore, I became a better person because action research tested my character, determination, passion, self-trust and patience. Lastly, it strengthened my relationship with God specially in those times that I doubted myself and felt hopeless, He gave me the strength and courage to continue and live for my MBA dream.

Abstract Format






Accession Number


Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

1 computer disc ; 4 3/4 in.


Organizational change; Industrial management; Industrial organization

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