Editorial

Citation

Heap, J. and Radnor, Z. (2009), "Editorial", International Journal of Productivity and Performance Management, Vol. 58 No. 2. https://doi.org/10.1108/ijppm.2009.07958baa.001

Editorial

Article Type: Editorial From: International Journal of Productivity and Performance Management, Volume 58, Issue 2

English is a rich – but sometimes limited language. For example, modelling – in our terms – involves the simulation of the real world in some way that enables us to experiment with changes to that world via the model, observe the changes in the model and from those changes interpolate to the changes that would occur in the real world situation. Yet the limitations of the language, where we re-use words in different ways, means we also use the term “modelling” for clothes horses (no insult intended) in the fashion world. On second thoughts, perhaps it is a valid and similar use. Those “models” are also an approximation of the real world and it is the job of journalists and buyers at catwalk shows to look at the models and interpolate buying behaviour in the “real world”. Perhaps the language is more sophisticated than we thought.

In a discussion recently, two participants gave opposing views of “solutions that work” in terms of improving productivity. One suggested that the division and specialisation of labour (as in the production line approach) increases productivity. The other suggested that the flexible, multi-skilled job-enriched working team (the “cellular” approach) is more productive. Of course the Hawthorne Effect tells us that a change from one to the other (in either direction) is likely to be effective in the short term … . But what we (readers of IJPPM) need is some hard evidence of the effects of such changes in the longer term. Contributions welcomed!

Talking of evidence … . Joiner, Spencer and Salmon in the first paper of this issue have found some evidence regarding the importance of have a performance management system which utilises both financial and non-financial measures. This supports much of the work over the past few years relating to the use of Balanced Scorecard ideas. The paper has investigated the balanced use of measures particularly regarding flexible manufacturing strategies and concludes that there is a link between good performance management systems, a flexible manufacturing strategy and the performance outcome.

The second paper by Sagneer, Yadav and Deshmukh, through the use of Interpretative Structural Modelling, analyses food standard compliance in a developing country – in this case India. The paper considers influences on the ability to comply, which include institutional structure, the regulatory system and the market.

The third research paper by Haponava and Al-Jibouri considers the use of measurement at the pre-project stage in construction. The authors identify how measures in construction are mostly used at the end of the project focused around the product and not the process. The paper identifies a set of possible performance indicators, which can be used at the pre-project process stage, which could help with process transparency and the relationship between various sub-processes. In a time where issues of corporate social responsibility (CSR) are becoming increasingly important, mechanisms to generate discussion around CSR issues are needed. Measures focused on the process rather than the product may be one mechanism, which can support CSR activity – after all people often “behave according to how they are measured”!

Two papers in this issue cover elements of “logistics” – a growth, and increasingly specialised, sector over the last several years. It is also a sector under the spotlight with the increased awareness of the effects of productive activity on the environment – and the particular impact of supply chain/logistics decisions. “Food miles” has become a pejorative term … and the concept of “inappropriate transport” is widening to other sectors. It is good to see performance issues within the logistics sector moving “centre stage”. The first logistics paper and the final research paper by Kovacs and Tatham aims to develop some of the debate and areas of research for this “centre stage”. The paper focuses on humanitarian logistics and outlines areas in which gender issues impact on the effectiveness of the provision of aid. The paper identifies research gaps within the literature – are around the relation between gender and logistics skills and mitigation of gender disadvantages of beneficiaries. The second paper by Kumar, Dieveney and Dieveney on logistics also claims another first – to consider forward and reverse logistics for process control in the pharmaceutical supply chain. The conceptual paper develops an approach in order to help understand the performance gaps in the existing supply chain, suggest measures to reduce them and provide direction for improvements related to the quality of service existing between logistics users, logistics service provider, pharmaceutical firm and customers.

And a reminder. We in the productivity/performance field can have a significant impact on efficiency and effectiveness of organisations – but it is the overall culture and strategy of the organisation that shapes their potential for success. In a college recently, a member of academic staff could not get access to a laptop they had booked for a presentation – because the desk at which loaned equipment was issued was closed for staff training/development. Now, of course, we need to train and develop our staff – but not at the expense of serving our customers. This delay meant that the member of staff had to set up the equipment at the start of the lecture, delaying the start, unsettling the member of staff and annoying the audience. Quite a poor result. All because the organisation had forgotten the golden rule – understand and serve your customers, first!

John Heap, Zoe Radnor