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Holistic performance management: an integrated framework

Bjørn Andersen (Department of Production and Quality Engineering, Norwegian University of Science and Technology, Trondheim, Norway)
Bjørnar Henriksen (SINTEF Industrial Management, Trondheim, Norway)
Wenche Aarseth (SINTEF Industrial Management, Trondheim, Norway)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 1 January 2006

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Abstract

Purpose

The work presented aimed at developing an integrated framework for holistic performance management.

Design/methodology/approach

The research was carried out using an action research approach. A case study was used as the basis for developing a pilot framework for performance management, involving both employees in the case organization and researchers. The research is based on theoretical contributions within performance management, total quality management, and trend analysis.

Findings

A generic holistic performance management framework is outlined, encompassing diverse areas that need to play together and reinforce each other to give full effect to an organization. The main focus is a case study of a bank office, where a tailored version of the performance management framework was developed to give a setting where all these elements now are harmonized and work together.

Research limitations/implications

The framework must be viewed as a pilot that should be further tested in other types of industries/organizations to verify its validity on a broader basis.

Originality/value

The generic framework for integrated performance management is novel and seems suitable for adaptation to many different industries and types of organization and can function as a guideline to avoiding launching concepts and programs that ultimately do not cancel each other out as their inter‐linkages have not been understood.

Keywords

Citation

Andersen, B., Henriksen, B. and Aarseth, W. (2006), "Holistic performance management: an integrated framework", International Journal of Productivity and Performance Management, Vol. 55 No. 1, pp. 61-78. https://doi.org/10.1108/17410400610635507

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited