TY  - JOUR
AB  - 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.
VL  - 55
IS  - 1
SN  - 1741-0401
DO  - 10.1108/17410400610635507
UR  - https://doi.org/10.1108/17410400610635507
AU  - Andersen Bjørn
AU  - Henriksen Bjørnar
AU  - Aarseth Wenche
PY  - 2006
Y1  - 2006/01/01
TI  - Holistic performance management: an integrated framework
T2  - International Journal of Productivity and Performance Management
PB  - Emerald Group Publishing Limited
SP  - 61
EP  - 78
Y2  - 2024/04/20
ER  -