PERFORMANCE MANAGEMENT SYSTEM FOR SMALL AND MEDIUM ENTREPRISES IN AUTO PARTS INDUSTRY A CASE STUDY OF XYZ COMPANY

Abstract

                   The aim of this research was to investigate the current performance management system for small and medium-sized enterprises (SMEs) in automotive parts industry, a case study of XYZ Co., Ltd. and to develop a suitable system for the company. The research was conducted in a research and development framework.  The samples selected by specific sampling were 4 senior executives and 15 deputy department managers.

            The results were as follows: 1) for the current situation, the organization does not yet have a concrete performance management system. The organization is one of the three companies in the world that produce wheel balancing equipment. The organization received positive results in terms of trade war and Thailand 4.0, 2) future direction of the organization wanted the organization to be the brand of wheel balancing that customers chose to use on all wheels, 3) for expectations, there were expectations in terms of finance, customers, internal processes and learning & growth perspective. The organization wanted the performance management system to be in line with the organization's goals and drive the organization's goals to achieve the results.            The appropriate performance management system comprised three aspects: 1) a conceptual framework that the design needed to take into account external and internal factors, future directions, and management expectations, using strategic mapping and the balanced management concept. The system should be set up from planning to review, with monthly performance evaluation. 2) Easy-to-use tools in the form of a single sheet of paper should be available, with consultants to assist in setting work plans and indicators. 3) Remuneration criteria must be agreed upon in advance and be reflected from the concrete work performance.