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This paper aims to understand how performance measurement system development process can be supported by visualization techniques. It analyses the suitability of different visualization techniques in the tasks needed in designing, implementing and using performance measurement.

The research builds upon literature review and analysis. The empirical access to five recent performance measurement system development projects is also used to evaluate the applicability of visualization techniques. The emphasis is in information visualization, and the following techniques are examined: maps, diagrams, networks, visualized models, graphs, charts and dashboards.

The study provides a concise overview on visualization techniques highlighting the managerial tasks related to performance measurement system development process. It contributes as a discussion opener inviting more academicians to study the topic of visualization in management and to further test and broaden the proposals presented in the paper.

Further in-depth empirical research is needed regarding each phase of performance measurement development process. A further study could also stress more the proactive use of performance measurement paying attention also to the external environment.

The topic of information visualization is practically driven. The results support practitioners in evaluating and choosing visualization techniques supporting their timely challenges in the performance measurement development.

Few studies on information visualization have been carried out in the context of management science. Visualization can integrate human in the data exploration process and improve understanding over large data sets without complex quantitative methods. Visualization techniques have been proposed as powerful means to enhance the effectiveness of performance measurement. This study structures and clarifies the ambiguous topic of visualization and performance management and suggests areas for further research.

Each of the four objectives can be applied within the military training environment. Military training often requires that soldiers achieve specific levels of performance or proficiency in each phase of training. For example, training courses impose entrance and graduation criteria, and awards are given for excellence in military performance. Frequently, training devices, training media, and training evaluators or observers also directly support the need to diagnose performance strengths and weaknesses. Training measures may be used as indices of performance, and to indicate the need for additional or remedial training.

To propose a structured framework for measuring white‐collar workforce.

The proposed framework, designated as the multi‐dimension measurement process or the MDMP, is based on the nature of white‐collar work as well as on the strengths of current measurement techniques such as Zigon's. The experiment on comparing the MDMP with several techniques was conducted. The analytic hierarchical process (AHP) has been adopted to determine the usefulness and applicability of the MDMP. The follow‐up discussions with the participants and the surveys to external experts have also been made.

The research results imply potential usefulness and applications for the MDMP. Relatively to others, the MDMP has performed very highly with the set of prioritized criteria (from the AHP) that is used for this comparison, e.g. reliability, strategic congruence, measurement coverage, and user acceptance. Based on this experiment, the MDMP appears to ensure the alignment between strategies and measurement, and also to gain the acceptance by both workers and supervisors.

Given the small size (16 participants) and the limited scope (participants mainly from the accounting and finance areas), it is not possible to provide a definite conclusion on the effectiveness of the MDMP. More experiments and tests will be needed to determine the level of the MDMP generalization.

A basis or a starting point to help develop a tool that can be used to measure white‐collar workforce.

This research incorporates several aspects relating to the work performed by white‐collar workforce from outputs/outcomes, skills, behavior, and organizational goals. The needs to develop the framework that measures and captures the performance of white‐collar workforce have been cited by several sources for many years. The focus on measuring the workforce level is mainly for appraisal/administrative purposes. As a result, the information may not reflect all aspects relating to the white‐collar work.

The purpose of this chapter is to provide a comprehensive review of empirical research on performance management (PM) in former communist Central and Eastern European (CEE) countries, to evaluate the state of knowledge in this area and suggest possible directions for future research.

An examination of the literature was undertaken to review the empirical studies treating on PM in ex-communist countries from CEE. A total of 96 journal articles, PhD thesis, and conference papers were identified, categorized, and analyzed according to research questions, methodology, and theoretical framework. Contributions are classified by countries, according to progress in transition process (post-transition/transition countries) and membership in the Soviet Union (Soviet/non-Soviet countries). The review examines publications in four languages (English, French, Romanian, and Russian).

The literature review identified various stages of development of PM research and practice in the different groups of CEE countries.

In post-transition CEE countries, PM research follows the trends settled up in the developed countries (quantitative studies examining the extent of usage of different PM tools, influence of contingent factors, relationship PM-strategy, and impact on company’s performance). Also, the findings illustrate the modernization of PM practices: increasing importance of nonfinancial indicators and integrated performance management systems (PMS), although financial indicators are prevailing.

On the contrary, in transition countries PM research and practices are at an early stage, the reviewed literature highlights some specific issues related to transition context: the dynamic aspect of PM, change management, importance of informal systems, cultural aspects, and business traditions.

Because of the large number of CEE countries and the diversity of their national languages, many studies conducted in native languages have not been addressed in this literature review, which is essentially based on publications in English and French. Only for three CEE countries (Russia, Romania, and Moldova) publications in national language were considered.

This literature review may be useful for practitioners, providing insights on the extent of diffusion and usage of different PM tools and identifying difficulties and pitfalls to avoid in their implementation.

The chapter represents one of the first contributions to the knowledge about PM research and practice in former communist CEE countries. The adopted framework for reviewing and classifying the literature allows identifying the differences in PM research and practices between post-transition/transition and Soviet/non-Soviet countries.

The purpose of this paper is to provide an overview of research and development in the measurement of maintenance performance. It considers the problems of various measuring parameters and comments on the lack of structure in and references for the measurement of maintenance performance. The main focus is to determine how value can be created for organizations by measuring maintenance performance, examining such maintenance strategies as condition‐based maintenance, reliability‐centred maintenance, e‐maintenance, etc. In other words, the objectives are to find frameworks or models that can be used to evaluate different maintenance strategies and determine the value of these frameworks for an organization.

A state‐of‐the‐art literature review has been carried out to answer the following two research questions. First, what approaches and techniques are used for maintenance performance measurement (MPM) and which MPM techniques are optimal for evaluating maintenance strategies? Second, in general, how can MPM create value for organizations and, more specifically, which system of measurement is best for which maintenance strategy?

The body of knowledge on maintenance performance is both quantitatively and qualitatively based. Quantitative approaches include economic and technical ratios, value‐based and balanced scorecards, system audits, composite formulations, and statistical and partial maintenance productivity indices. Qualitative approaches include human factors, amongst other aspects. Qualitatively based approaches are adopted because of the inherent limitations of effectively measuring a complex function such as maintenance through quantitative models. Maintenance decision makers often come to the best conclusion using heuristics, backed up by qualitative assessment, supported by quantitative measures. Both maintenance performance perspectives are included in this overview.

A comprehensive review of maintenance performance metrics is offered, aiming to give, in a condensed form, an extensive introduction to MPM and a presentation of the state of the art in this field.

This paper aims to examine the state of knowledge of performance measurement in facilities management, in particular regarding the concepts underlying benchmarking in relation to its ability to drive innovation in the industry.

An evaluation of the key issues surrounding performance measurement and the effective application of benchmarking systems are examined, exploring the possibility of applying a benchmarking technique to measure facilities performance.

The paper suggests that a fully developed performance measurement solution via effective benchmarking can deliver as a business tool in facilities management (FM), whilst acting as a driver in the innovation process.

With the nature of performance measurement having changed over the past few decades, the paper acts as a catalyst to how performance measurement systems and techniques operate within FM and stimulate innovation.

By adopting the notion of innovation to performance measurement, the paper highlights new areas of thought to facilities management and how performance measurement is strategically applied to the industry.

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.

The purpose of this paper is to critically review the literature of performance measurement both in general and in the construction industry in particular. By doing so, it seeks to provide valuable insights into how to construct a comprehensive performance measurement model for the construction industry.

Based on a comprehensive literature review on performance measurement, the paper presents a critical review of the development of performance measurement, with a special focus on the construction sector. The strengths and weaknesses of most previous measurement frameworks and techniques are investigated. Performance information that each can generate is analyzed in the context of the construction industry.

The research findings showed that performance measurement studies in construction can be divided into three levels: project, organizational, and stakeholder levels. In addition, the major frameworks of performance measurement in construction were found to be: European Foundation for Quality Management excellence model, balanced scorecard model, and key performance indicators model. The most frequently applied research techniques of performance measurement in construction included: gap analysis, integrated performance index, statistical methods, and data envelopment analysis method. The performance information generated from the measurement encompasses frameworks and hierarchical indicators, and functions and score.

The research focuses on the performance measurement of construction. Further research work should be conducted to cover other industries.

The paper provides an innovative and useful approach to defining the process of performance measurement in construction, which can be of great use to both the research community and industrial practitioners.

The paper summarizes the recent performance measurement research studies in construction, integrates the whole process of the performance measurement, and offers useful insights into future areas of research in this field.

To provide a review and classification of tools, techniques and methodologies, which are and could be used for measuring and identifying the success of corporate real estate and workplace management.

Review of previously published works on performance measurement and measurement models and empirical interviews with 26 corporate real estate executives to examine what are common approaches to measuring performance.

Provides information about the corporate real estate performance measuring methods and practices.

The conceptual framework is not an exhaustive list of methods and techniques. It is more like a first analytical review and classification of different kinds of methods, which could be developed over time.

A useful source of information and impartial analysis of methods for corporate real estate and workplace managers seeking ways to demonstrate their value to the core business of their firm.

Corporate real estate and workplace managers need better ways and tools to illustrate to the corporate leaders how they add value. This paper provides a review of such tools and offers practical help and guidance for using this kind of tools.

This paper is based upon the initial findings of a CIMA research project into the way in which corporate performance measurement systems are influenced by the use of shareholder value management techniques. It compares and contrasts the techniques in use in a sample of 10 companies that either explicitly use shareholder value techniques also known as Value‐Based Management (VBM), or explicitly do not use such techniques. The analysis undertaken is based upon the finding of semi‐structured interviews with company representatives which formed the first part of the data collection process of the project. The analysis traces the interactions between corporate objectives, decision making criteria, performance measurement systems and executive incentive schemes in order to develop an understanding of the effects of such shareholder value techniques upon corporate behaviour. The literature reviewed suggests that the other aspects of the planning and control system should be aligned with the corporate objectives whether a company has adopted VBM or not. Therefore this research contributes new evidence on the use of VBM techniques in the UK and also more generally on whether VBM and non‐VBM companies internal planning and control systems are aligned.