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This study aimed to discover the factors affecting employee performance by testing the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance in Indonesian sharia property companies.

The study population was all members of “Sharia Property Developer” (DPS) across Indonesia with criteria of having subordinates at least one person and is listed as a DPS member. The samples used were 71 people from the 200 members of DPS across Indonesia. The sampling method used was based on R² value and significance level with an 80% statistical strength. Data analysis was carried out using smartPLS software to test the relationship of change management, job satisfaction, organizational commitment and leadership style on employee performance.

The utilization of SEM in Smart PLS for change management with the ADKAR method had a negative value of 6.2% in affecting employee performance and 4.6% in affecting job satisfaction. Job satisfaction insignificantly affected employee performance by 7.5%. Leadership style and organizational commitment positively affected performance by 57.9% and 25.6%, respectively.

This study did not limit respondents’ education levels. Twenty percent of respondents were middle and high school graduates. Respondent’s position was mostly the highest leader in the company by 58%. Indicators in the ADKAR model did not implement the construct validity test since the researchers did not find precedent studies that discuss the indicators of the ADKAR model in detail.

Factors that positively and significantly affected employee performance can be used to plan employee performance of DPS member companies.

The company must create a program to produce meaning in working, shape leaders to have discipline by putting appropriate employees as leaders.

This study used change management, organizational commitment, job satisfaction and leadership style as exogenous variables, job satisfaction and leadership style as intervening variables. The study model modified the previous study regarding employee performance improvement because it utilized the change management with the ADKAR model. The study objects were sharia property companies, where the researchers did not find previous studies discussing employee performance in sharia property companies.

Proposes that facilities managers can viably utilize building services components that have been designed to be more readily reused to satisfy growing client demands for adaptable buildings. In an increasingly dynamic business environment, many organizations seeking to remain competitive have focused on performing their core function in the short‐term by shedding, among other functions, responsibility for their supporting buildings to external organizations. The growth of the facilities management support industry illustrates this trend. The increasing contribution of services installations to building complexity and value means that the greatest opportunity for facilities managers to improve their efficiency in satisfying constantly changing client space use demands lies in their management of this building element. By utilizing reusable services components, facilities managers may be able to increase the adaptability of both new and existing buildings and reduce the financial impact of change. It is concluded that a new industrial sector may emerge to support services component reuse. This sector will undertake the remanufacture (reconditioning) of such component to ensure their fitness for purpose for reuse.

This study sets out to introduce an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend and explain the main criticalities in the relationship among the actors involved in an outsourcing non core services contract, which is typical of the FM business sector. The aim of the tool is to improve performances and enhance their integration towards a partnership.

A case study research has been carried out on a medical service authority and on its FM service provider in order to investigate, understand and explain the main criticalities in their relationships. Starting from a literature analysis on empirical applications of PMS, an adaptation of a balanced scorecard (BSC) has been realized to exceed the criticalities of the case study and to propose a PMS for facility management.

As highlighted in the case study, the need for an improved actors' partnership has been fulfilled through an innovative approach, i.e. a performance measurement system which shares some indicators among FM service provider and customer.

The limitation of this research lies in the fact that PMS has been designed from a single case study. Despite this fact, the PMS can be easily adapted for wide applications inside the FM business sector.

The PMS allows a better integration and coordination of the actors involved in an outsourcing services contract. It could be implemented in FM software tools.

The proposed performance measurement system is an innovative integration between the balanced scorecard and service balanced scorecard (SBC) for the facility management service industry. Furthermore, it shares some indicators which solve the main criticalities in the relationships among the actors involved in an outsourcing services contract and enhance partnership.

This paper aims to present an objective overview of the factual discourse around the wasting nature of real estate for an appreciation of the resultant exacting management responsibility. The durability feature of real estate has had consequential implications on the appreciation of the asset class.

The paper uses literature survey and key informant interview to identify the peculiar features of real estate to understand the exacting responsibility of its ownership and management.

The study reveals that real estate is a specialised investment asset that requires extra management care, costs and specialised expertise to retain its investment value. Thus, the asset is not inherently perpetual but wasting and requires conscious physical and functional management, which are dependent on sound financial management.

Real estate investment decisions must be made with the exacting management responsibility in mind. Both individual and corporate investors must use a sinking fund policy to meet the financial liability involved in managing both income and non-income properties. The Government of Ghana must create a National Infrastructure Maintenance Fund and adopt a National Infrastructure Management Strategy for managing the existing stock of public real estate.

It is the first literature appraisal and facts collation on the wasting nature of real estate and its attendant exacting management responsibility with a call for paradigm shift in our understanding of this investment asset.