TY - JOUR AB - Purpose– This paper aims to advance the current debates on the effect of performance measurement (PM) in the operations management domain. In order to accomplish that, it investigates the contribution of business PM and human resource management (HRM) practices to business performance. Design/methodology/approach– The paper is based on ten case studies conducted across both manufacturing and service organisations capturing evidence from both the human resource function and line management. Findings– In the PM and HRM literatures, there is a debate about the contribution these practices make to the overall performance of the organisation. In particular, the results from the PM literature are inconclusive. This paper argues that performance is a result of employee engagement and that the PM system is a communication and guiding mechanism, which if implemented well and used appropriately, can channel the efforts of employees striving to perform. Originality/value– This paper contradicts the performance drivers approach to PM by providing new insights into the roles PM and HRM practices play in delivering business performance. Additionally, the paper develops a set of propositions as a means of clearly stating the findings and for encouraging future research in this area. VL - 33 IS - 11/12 SN - 0144-3577 DO - 10.1108/IJOPM-07-2010-0200 UR - https://doi.org/10.1108/IJOPM-07-2010-0200 AU - Bourne Mike AU - Pavlov Andrey AU - Franco-Santos Monica AU - Lucianetti Lorenzo AU - Mura Matteo ED - Ben Clegg, Jillian MacBryde and Prasanta Dey PY - 2013 Y1 - 2013/01/01 TI - Generating organisational performance: The contributing effects of performance measurement and human resource management practices T2 - International Journal of Operations & Production Management PB - Emerald Group Publishing Limited SP - 1599 EP - 1622 Y2 - 2024/03/29 ER -