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Article
Publication date: 1 December 1995

David Sinclair and Mohamed Zairi

In the third of three articles introduces a model of totalquality‐based performance measurement. The model includes five sections:strategy development and goal deployment;…

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12197

Abstract

In the third of three articles introduces a model of total quality‐based performance measurement. The model includes five sections: strategy development and goal deployment; process management and measurement; performance appraisal and management; break‐point performance assessment and reward and recognition systems. Each section of the model is introduced, and validated by the results of a survey of the performance measurement systems in a postal survey of 115 companies.

Details

Business Process Re-engineering & Management Journal, vol. 1 no. 3
Type: Research Article
ISSN: 1355-2503

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Article
Publication date: 18 January 2008

Cory Searcy, Stanislav Karapetrovic and Daryl McCartney

The purpose of this paper is to demonstrate how a systems approach can be used to facilitate the development of an organizational performance measurement system.

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3080

Abstract

Purpose

The purpose of this paper is to demonstrate how a systems approach can be used to facilitate the development of an organizational performance measurement system.

Design/methodology/approach

Based on a review of the literature, the paper introduces the implications for applying a systems approach to organizational performance measurement. To demonstrate the transition from theory to practice, a case study is provided to show how a sustainable development performance measurement system was developed at a Canadian electric utility. The case study involved extensive consultation with over 25 experts.

Findings

The paper finds that a systems approach is useful in developing the process and that a set of formal systems criteria is useful in developing the structure and content of a performance measurement system. These concepts are highlighted throughout the case study example.

Research limitations/implications

The case study section was based on findings from a single organization. Further work is required to validate the findings within other organizations.

Practical implications

The paper shows how a robust sustainable development performance measurement system may be developed at an electric utility. The overarching emphasis on integration of the system with the case utility's mainstream initiatives demonstrates that a performance measurement system must build on what the organization already has in place. The systems‐based approach and formal systems criteria used in the paper may be transferable to other organizations.

Originality/value

The paper shows that a systems approach provides both the structure and flexibility needed to guide the design, implementation, and evolution of a sustainable development performance measurement system within existing organizational infrastructure.

Details

International Journal of Productivity and Performance Management, vol. 57 no. 2
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 15 March 2013

Sanna Pekkola

The purpose of this paper is to examine how different network members utilize and use network‐level performance measurement information. This is an important approach when

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1123

Abstract

Purpose

The purpose of this paper is to examine how different network members utilize and use network‐level performance measurement information. This is an important approach when discussing the management and development of a network by utilizing a performance measurement system.

Design/methodology/approach

The study is a single‐case study, where a collaborative network forms the case. The data of the study have been gathered from an action research process of network performance measurement system design and its implementation phase in 2009, interviews in 2010, and discussions with the interviewees in 2012 to re‐evaluate the results.

Findings

The results of the study reveal that the use of the network‐level performance measurement system increased communication, trust, and commitment in the whole network, as well as in a single reselling unit. The performance measurement information also helped the companies create better alignment with their network partners.

Practical implications

The paper presents the main uses, utilizations and benefits of network‐level performance measurement and management from the perspectives of the different network members.

Originality/value

The case study contributes to the literature of performance measurement and management in a network environment. It presents the main uses and utilization of network‐level performance management and measurement.

Details

Measuring Business Excellence, vol. 17 no. 1
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 May 2002

Dilanthi Amaratunga and David Baldry

In order for a facilities management (FM) organisation to make effective use of the results of performance measurement it must be able to make the transition from…

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21946

Abstract

In order for a facilities management (FM) organisation to make effective use of the results of performance measurement it must be able to make the transition from measurement to management. It must also be able to anticipate needed changes in the strategic direction of the organisation and have a methodology in place for effecting strategic change. Successful accomplishment of these two tasks represents the foundation of good performance management. This paper explores baselines for moving from performance measurement to performance management and provides a discussion of how the FM performance assessment can be used to manage the FM function effectively.

Details

Facilities, vol. 20 no. 5/6
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 15 November 2011

Virpi Sillanpää

This paper aims to identify the focal elements of performance in Finnish welfare service organisations, how performance is measured in welfare services, and what are

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3189

Abstract

Purpose

This paper aims to identify the focal elements of performance in Finnish welfare service organisations, how performance is measured in welfare services, and what are management needs regarding the development of performance measurement in the sector.

Design/methodology/approach

First, the relevant performance management literature of welfare services is reviewed, then interviews with 15 managers of Finnish welfare service organisations in public, nonprofit and for‐profit sectors are reported.

Findings

The paper identifies the key elements of performance in Finnish welfare services. The results of the research indicate that Finnish welfare service organisations are relatively active in their performance measurement. Development needs relate to acquiring more systematic performance measurement approaches and new measures for the quality and long‐term effects of services.

Practical implications

Research elaborates the concept of performance in welfare services, thus enabling practitioners to analyse and develop their organisations' performance. The summary of current measurement practices and development needs in current practices serves to develop suitable performance management tools for welfare services.

Originality/value

In welfare services, performance management is a rather complex issue. Research on the topic, especially that on nonprofit, for‐profit and public Finnish welfare service organisations. is meager. This paper provides new information about the issue in Finnish welfare services.

Details

Measuring Business Excellence, vol. 15 no. 4
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 June 2000

Umit S. Bititci, UTrevor Turner and Carsten Begemann

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic…

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13836

Abstract

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently mature to create dynamic performance measurement systems. The use of the dynamic performance measurement system is illustrated through a case study. Concludes with a series of lessons highlighting further research and development needs.

Details

International Journal of Operations & Production Management, vol. 20 no. 6
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 May 1997

Umit S. Bititci, Allan S. Carrie and Liam McDevitt

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage…

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19225

Abstract

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business. The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system. Research identifies two critical elements with respect to the content and structure of the performance measurement system. These are: integrity and deployment. The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system. The reference model developed for integrated performance measurement systems provides a framework against which performance measurement systems can be designed and audited.

Details

International Journal of Operations & Production Management, vol. 17 no. 5
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 March 2005

Ian Robson

To show how measurement systems and the way they are implemented can have a critical impact in either encouraging or discouraging a culture of high performance.

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6332

Abstract

Purpose

To show how measurement systems and the way they are implemented can have a critical impact in either encouraging or discouraging a culture of high performance.

Design/methodology/approach

This paper outlines a “systems view” of organisations that assist in combining the knowledge of both measurement and psychology into a practical approach that encourages a culture of high performance. It outlines examples of measurement systems that have been specifically designed to change perceptions and behaviours. These implementations transformed performance levels within a matter of months.

Findings

When measurement systems are designed using the appropriate psychological principles, there can be a rapid change in staff behaviour that automatically leads to improved performance.

Research limitations/implications

The psychological conditions for improving performance can be readily reproduced, but more research evidence is required to ensure widespread acceptance and use of this approach to performance improvement.

Practical implications

Measurement systems should be designed and implemented from a psychological and performance control perspective. When they are designed in this way, organisations can rapidly achieve substantial improvements in performance.

Originality/value

This paper shows how, by combining critical aspects of psychology with the knowledge of measurement within organisations, measurement systems can be designed and implemented to encourage a complete culture of high performance. The approach can assist all managers that want to change both the culture of their organisations whilst simultaneously improving overall performance.

Details

International Journal of Productivity and Performance Management, vol. 54 no. 2
Type: Research Article
ISSN: 1741-0401

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Book part
Publication date: 8 April 2005

Petri Suomala

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance

Abstract

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

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Article
Publication date: 16 June 2020

Alberto Sardi, Enrico Sorano, Patrizia Garengo and Alberto Ferraris

Literature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in…

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1433

Abstract

Purpose

Literature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.

Design/methodology/approach

Through a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.

Findings

In designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.

Research limitations/implications

The research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.

Originality/value

This paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.

Details

Employee Relations: The International Journal, vol. 43 no. 2
Type: Research Article
ISSN: 0142-5455

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