Operationalising performance measurement dimensions for the Australasian nonprofit healthcare sector
Abstract
Purpose
The purpose of this paper is to develop a performance measurement (PM) framework for Australasian nonprofit organisations (NPOs) involved in healthcare, and operational descriptions for each PM dimension within this framework.
Design/methodology/approach
Literature relating to the balanced scorecard and other PM frameworks was examined to develop an initial conceptual model, and this model was substantially improved by collecting qualitative data from nine Australian and New Zealand healthcare NPOs using a case study approach.
Findings
The study identifies nine causally related PM dimensions: mission, strategy, organisational capabilities, infrastructure and people development (people and information), financial health, processes, and stakeholder satisfaction (clients, people, and donors). The study also recognised that “Mission” and “Strategy” should be PM dimensions and that healthcare NPOs should focus on satisfying its people, not only donors and clients. Additionally, 41 operational descriptions are developed for each of these dimensions and can enable detailed PM items to be derived by organisations.
Originality/value
The study is the first study that has been undertaken to develop a PM framework for the Australasian NPOs to a level that it can be readily used by the practitioners (following customisation to their own specific context). The developed model also serves as a basis for future quantitative academic research aimed at testing and empirical validation of the conceptual model.
Keywords
Citation
Soysa, I.B., Jayamaha, N.P. and Grigg, N.P. (2016), "Operationalising performance measurement dimensions for the Australasian nonprofit healthcare sector", The TQM Journal, Vol. 28 No. 6, pp. 954-973. https://doi.org/10.1108/TQM-08-2015-0109
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited