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Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry.

Based on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry.

The finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness.

The research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings.

The validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation.

Though it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives.

This is an original work carried out by the authors. The validated model along with interpretation is presented.

There is widespread awareness that evidenced-based policy-making is critical for the long-term development of inclusive education systems. Policy-makers, data collection experts and researchers are aware of the need for data collection at national level that not only meets the requirements of international policy guidelines, but also works within a shared approach so as to promote a synergy of efforts at national and international levels.

Monitoring inclusive education at the system level is increasingly seen as a priority for country and EU level decision-makers. However, what form this monitoring should take and what issues it should focus upon are less clear.

This chapter looks across a number of recent European Agency studies in order to highlight and consider key issues and questions in relation to monitoring the implementation of inclusive education in terms of a system’s efficiency, effectiveness and ability to be equitable for all learners.

By drawing upon the findings of European Agency work considering a range of policy priority areas, it is possible to highlight a number of common factors that apply to monitoring the dimensions of efficiency, effectiveness and equity in different educational contexts or systems.

The purpose of the study is to verify the theoretical assumptions based on literature review regarding the issue of brand effectiveness evaluation and the potential measurement framework, as well as to provide insights into the nature of effectiveness measurement of city brand strategies. The findings are considered important foundations for designing a place branding measurement system, which is the next step and final purpose of the author’s research project.

A total of 12 international academic experts from eight countries (in four continents) were individually interviewed. A semi-structured individual interview was applied as a research method. Sampling was purposive and the respondents represented the fields of marketing, place branding and public management. The standardized set of 19 open-ended questions was categorized into four themes (city brand effectiveness, methodology, measurement process and indicators).

The measurement of effectiveness of city branding should be treated as a strategic endeavor; however, it is a complex issue where political, social and methodological challenges overlap. Barriers to the development of a well-functioning measurement system include: too narrow understanding of what brand is, lack of knowledge or culture of measurement, conflicting political interests, reluctance to involve internal stakeholders, insufficient funding and complexity of the brand itself. The reliable measurement system should be characterized by attributes such as simplicity and durability, stakeholder inclusion, political rationale, adjustment to the specificity of the city and the independence of the measuring body/institution.

Up-to-date, common standards or universal measurement frames of the place branding measurement system do not exist. No discussion can be found in the literature on how such a system should be designed and implemented. Opinions of the experts interviewed provide important insights into the components and conditions of the reliable measurement system that would meet both methodological standards and practical needs. Further studies and analyses are however necessary to eventually compose the optimal city brand measurement system.

The purpose of this paper is to discuss some lessons drawn from a comparative approach to the issue of the effectiveness in labour law.

The paper discusses the consensus on variable ineffectiveness in labour law and describes some different ways of improving effectiveness.

The issue of effectiveness is not specific to labour law. However, labour law seems particularly subject to ineffectiveness, due to the imbalance of power in labour relations, resulting from the inherent inequality of the parties. A comparative discussion necessarily explored the “standard” issues of application, monitoring and, sanctions to deal with the ineffectiveness of labour law. The present debate particularly highlighted the problems in drafting and content of the law that contribute to non‐compliance.

The paper raises the following question: what effective labour law and for whom?

Offers new insight in the case of educational evaluation in Greece by presenting the history and the current state of school effectiveness research (SER). From an historical perspective, presents the beginnings and the two generations of SER. A number of essential studies are reviewed. From a comparative perspective, examines the current advances of SER in many other parts of the world. Using these approaches, a number of theoretical and statistical issues are clarified. Examines the policy implications of SER in France, England and Greece. Expresses a number of thoughts for the future of SER and its contribution to the issue of educational evaluation.

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

Like many other nations, the Government of Bangladesh (GoB) is having colossal difficulties managing the continuity of its development efforts in the milieu of COVID-19 pandemic. Widespread resource gap is evident for development budget due to significant diminution of revenue from readymade garments (RMG) and remittances, volatility in capital market, constant increase in trade deficit and reduction of foreign currency reserve, increase in debt and lack of investor confidence. A new horizon of relationship with development partners (DPs) will matter more than ever before. Regrettably, recent experience with collaborative mechanisms such as Local Consultative Group (LCG) and LCG Sector Working Group (LCG-WG) does not support high-impact relationships in terms of result-oriented development effectiveness. Arguably, the international shift of the development community from aid to development effectiveness agenda in 2011 also contributed to country-level motivation of Government and DPs for closer collaboration. In this backdrop, the COVID-19 crisis makes a strong call to both Government and DPs to change their business for improved development results. This chapter, therefore, examines the issues that impede development effectiveness and governance related to the Government as well as DPs. The study observe that the DPs and GoB don’t represent a horizontal relationship to implement the development effectiveness agenda in Bangladesh mainly because of dominant attitude, lack of alignment and harmonization and accountability of DPs and weak policy, institution and leadership of GoB. However, COVID-19 economic crisis makes a renewed call to both DPs and GoB implement the development effectiveness agenda, addressing existing issues and improve the management of development finance to increase economic growth and improve life of the people.

This paper aims to identify what productivity means in the public sector, how it is measured and how it should be measured and improved, according to municipal authorities in managerial positions.

The approach is both theoretical and empirical. The first part is a literature review of research concerning public sector productivity. The second part presents findings of empirical research that is based on interviews and workshops with municipal authorities representing: special healthcare services; basic healthcare and social services, and educational services. The research was carried out in the Päijät‐Häme region, Finland.

According to the results, there is a certain mismatch between perceptions concerning productivity and the potential that lies in this concept as a functional tool in the public sector's development efforts. Public sector productivity cannot be developed and discussed without taking into consideration the issue of effectiveness.

Deeper common understanding concerning productivity and effectiveness and their measurement are likely to facilitate municipal decision making and service processes in individual workplaces as well as within and among different spheres of authority – and thus facilitate mutual learning.

This paper contributes to development and application of productivity and effectiveness thinking in the public sector. It is linked to service excellence, performance measurement and management systems, creativity in process delivery and deployment of improvement techniques in the public sector. It is of interest both to researchers and practitioners.

The paper aims to identify what productivity means in the public sector, how it is measured and how it should be measured and improved, according to municipal authorities in managerial positions.

The approach is both theoretical and empirical. The first part is a literature review of research concerning public sector productivity. The second part presents findings of empirical research that is based on interviews and workshops with municipal authorities representing: special healthcare services; basic healthcare and social services; and educational services. The research has been carried out in the Päijät‐Häme region, Finland.

According to the results, there is a certain mismatch between perceptions concerning productivity and the potential that lies in this concept as a functional tool in the public sector's development efforts. Public sector productivity cannot be developed and discussed without taking into consideration the issue of effectiveness.

Deeper common understanding concerning productivity and effectiveness and their measurement is likely to facilitate municipal decision making and service processes in individual workplaces as well as within and among different spheres of authority – and thus facilitate mutual learning.

The paper contributes to development and application of productivity and effectiveness thinking in the public sector. It is linked to service excellence, performance measurement and management systems, creativity in process delivery and deployment of improvement techniques in the public sector. It is of interest both to researchers and to practitioners.