Search results

The purpose of this paper is to provide an integrated framework of performance management area showcasing research trends in performance measurement and management frameworks developed and discussed by revisiting the literature of the last two decades – from 1991 to 2011.

This paper provides a comprehensive review (excluding management control systems) of the performance measurement and management frameworks/systems/models developed in the last two decades, which helps to highlight the research trends related to performance management frameworks. The methodology for literature review is chronological review where it is divided into two periods – 1991-2000 and 2001-2011.

This paper portrays the developments that happened in performance measurement and management via looking at performance management frameworks and an analysis that reveals the research trends carried out in the last two decades, indicating paradigm shifts such as from a financial perspective to an integrative perspective (era 1991-2000), from an operational perspective to a strategic perspective, the utilization of systems and simulation techniques (era 2001-2011), etc. These shifts have led to the development of effective, integrated, and dynamic performance measurement systems.

The frameworks/models related to management control systems and the trends related to performance control systems have not been discussed here and they require further research in future studies.

There is very limited work available in the literature that discussed specifically the performance management and measurement (PMM) frameworks/models and systems; most of the previous work talks about developments only till 2000. This paper gives a snapshot of the researchers in the field of PMM regarding the developments and transformations in the frameworks for enterprises for the period 1991-2011, thus incorporating recent developments as well.

This paper sets out to explore performance management as a discipline and propose an integrated performance management model.

This conceptual paper aims to clarify what performance management is and how it emerged as a discipline by tracking its evolution at strategic, operational and individual levels. Structured as a review, it enables the rediscovery of performance management and the identification of several key dichotomies, brought together under an integrated performance management model.

Three emerging approaches to performance management are presented as potential catalysts to accelerate the evolution of this discipline: systems thinking, learning and integration. An integrated performance management model is also proposed.

The paper draws on the consultancy and research experience of the author. The generated model is conceptual in essence and needs to be tested. Further research on the history of performance management as a discipline and the integration approach between organisational levels is needed.

The paper makes suggestions for improving performance management governance – the introduction of the Performance Management Office. It also suggests a higher emphasis on learning and integration during the implementation and usage of performance management systems.

By outlining the importance of systems thinking in managing organisational performance, this paper highlights the need for encouraging its applicability and implementation through systemic thinking. A higher emphasis on including elements of systems thinking in educational curricula may be a possible step forward.

The paper is relevant to both practitioners and academics, as it clarifies the existing body of knowledge and provides a platform for future research

The aim of this paper is to focus on the history of cost accounting, costing, and time and motion studies, which were initially developed for industry and private sector organisations, in libraries. At the same time, the article attempts to deal with the question of when and why the need for the evaluation of costs and the standardisation of different library work processes emerged.

The data used in this paper are based on reviewing and summarising relevant studies, which have been conducted in libraries, and was inspired by the ideas of scientific management and cost accounting.

The implementation of cost accounting systems and scientific management ideas in libraries has historically been treated as a technical innovation rather than an organisational or management innovation. The most important consideration is that librarians are not machines, which can be set at a given speed and expected to produce a uniform product. Fortunately, there is no indication that production standards for libraries are going to be set up.

This article raises a perspective in library management that has not been dealt with before. Namely, it explores how the profession of a librarian as an erudite scholar changed into a profession requiring routine work and considers the impact that the ideas of scientific management and cost accounting research had on library employees when they reached libraries.

This paper aims to explore how fund managers (FMs) deal with major problems of ignorance and uncertainty in stock selection and in asset allocation decisions.

Interviews were conducted with 40 fund managers in the period October 1997 to January 2000. A seven stage approach was adopted to sift through and process the large volumes of case data. The interview case data formed the basis for identifying common patterns and themes across the cases.

The case data revealed the nature of this private information agenda concerning intellectual capital or intangibles and the dynamic connections between these variables in the value creation process. The case data provided insight into how the book value and market value gap arose and the special role of information on intangibles and intellectual capital in valuing the company.

The fund management behaviour has important implications for regulatory policy issues on insider information, on corporate disclosure, the corporate governance role of financial institutions, and for the governance of financial institutions.

The paper focuses on issues of importance in an increasingly concentrated and global FM industry.

The three objectives served by this review are to provide readers a limpid insight about the topic performance management (PM), to analyse the latest trends in PM literature and to illustrate the theoretical perspectives. It would be fascinating for the practitioners and researchers to see the latest trends in the PM system, which is not yet covered in previous reviews. The study covers the historical and theoretical perspectives of human resource management practices. We also try to unveil some of the theoretical debates and conflicts regarding the topic.

We reviewed 139 studies on PM published within the last 20 years (2000–2020). The method used here is the integrative review method. The criteria used to determine studies are articles from peer-reviewed journals regarding the PM system published between 2000 and 2020. The initial search for studies was conducted using an extensive journal database, and then an intensive reference-based search was also done. Each selected article was coded, themes were identified, and trends for every 5 years were determined. All the articles were analysed and classified based on the methodology used to identify qualitative and quantitative studies.

The review concludes that PM literature's emphasis shifted from traditional historical evaluations conducted once or twice a year to forward-looking, feedback-enriched PM systems. By segregating the studies into 5-year periods, we could extract five significant trends that prevailed in the PM literature from 2000 to 2020: reactions to PM system, factors that influence PM system, quality of rating sources, evaluating the PM system and types of the PM system. The review ends with a discussion of practical implications and avenues for future research.

It is equally a limitation and strength of this paper that we conducted a review of 139 articles to cover the whole works in PM literature during the last 20 years. The study could not concentrate on any specific PM theme, such as exploring employee outcomes or organizational outcomes. Likewise, the studies on public sector and non-profit organizations are excluded from this review, which constitutes a significant share of PM literature. Another significant limitation is that the selected articles are classified only based on their methodology; further classification based on different themes and contexts can also be done.

The study is an original review of the PM literature to identify the latest trends in the field.

Purpose – Aims to introduce to a symposium, a set of linked papers, which illustrate the reality that, when it comes to boosting productivity, performance management is a broader and more meaningful concept than simple performance measurement. Design/methodology/approach – The paper provides a brief review of the issues involved in using performance measurement in general and balanced scorecard (BS) in particular. Findings – Performance management can take many forms from dealing with issues internal to the organization to catering to stakeholders or handling issues in its environment. Performance management involves the use of both quantitative and qualitative techniques and paying due attention to the human (behavioral) side of the enterprise. Originality/value – The article identifies performance measurement as a possible sub‐system of performance management. The article suggests that resorting to performance management is in fact a return to the basic concept of management, which assumes that there is a need to do something in order to assure that the use of resources results in the attainment of desired goals.

Sets out to stress the need to adjust performance management to the deficiencies inherent in the output controls within The Netherlands defence forces.

By analysing the management control reforms of the recent past, the paper assesses the scope for a “decision revelation” within the Defence organisation. It develops a framework for disclosure of decentralised decision making focusing on the allocation of labour time within the fixed labour force. Recent developments in the Defence organisation units for officer education and training are used to illustrate the framework.

Management control systems fail because of weaknesses in the management accounting information underlying them. Management accounting information with respect to defence expense budgets does not grasp the relevant decentralised decision making to be controlled. This decision making is primarily concerned with the opportunity costs of the allocation of time within the labour force of the Dutch Department of Defence.

Variability of costs should be disclosed in terms of labour time information. Budgetary accounting restricted to the department's (fixed) expenses on military personnel will not reveal for which purposes defence money is actually spent.

Outlines a framework for decision revelation as a base for management contracting between central management and lower level organisation units.

This chapter examines performance management, which has arguably been the kernel of New Public Management inspired version of public sector reform. The first part is a literature review that looks at experiences of performance management in both developed and developing countries. It looks at the difficulty in transferring public sector reforms from developed to developing countries. This is followed by the evaluation of performance management in the post-1994 public service in South Africa. Both the individual and organisational performance systems are highlighted, followed by an analysis of performance management reforms. There is a well-developed performance management system but the empirical data and qualitative reports found that it has not worked particularly well. There are concerns around a number of issues, including the measurement of targets; the signing of performance targets; a focus on outputs rather than outcomes; a lack of harmonisation between individual and organisational performance; a lack of capacity of managers, which in some cases is due to unskilled patronage appointments; a focus on compliance rather than performance; and a lack of accountability.

This study explores the reactions of different categories of actors within a university setting (academics, administrative staff, governance members, and students) to implementing performance management system (PMS) changes. The paper aims to understand how these actors dealt with PMS change by discursively reconstructing their roles and positions at institutional and individual levels.

The authors use Foucault's (1972/1989) conceptualisation of regimes of truths to analyse the case of an Italian university. Interviews with individual actors took place in the period 2012–2020. The data were contextualised with other data from publicly available reports, internal documents, and archival material.

The paper identifies the challenges actors face dealing with contrasting discourses and draws attention to the paradoxical changes triggering resistance. However, the findings show that when circumstances allow a generative resistance, dissent can be progressively replaced with a commitment on the part of actors, achieving alignment with organisational strategy.

The study challenges the commonly held view of resistance as a dysfunctional force that impedes change. It emphasises the importance of focusing on actors to make resistance a generative force shaping change towards more negotiated and agreed positions. This has implications for academics and practitioners seeking to implement PMSs.

Previous research provides adequate evidence on performance management (PM) for hospitals and healthcare providers; however, less is known about their individual and PM appraisal process. Additionally, there is limited research exploring PM in the Middle Eastern context. This study investigates PM practices in the Middle Eastern healthcare industry.

This study adopts the qualitative research methodology through semi-structured interviews of healthcare professionals in Kingdom of Saudi Arabia and the United Arab Emirates. Thematic analysis was adopted for analyzing this qualitative data.

The main findings have uncovered different facets of appraisal challenges for both the appraiser (i.e. manager) and the appraisee (i.e. employee). These challenges include communication deficits, lack of goal setting standards and regular meeting updates in order to ensure employee satisfaction and motivation in the workplace.

This study has significant implications for policymakers in Middle Eastern hospitals in terms of implementing PM for their staff. Moreover, future studies can conduct in-depth analysis and provide comparison between public and private sectors in the Gulf countries.

This study is one of the first to portray challenges involved in conducting PM in the Middle East healthcare sector specifically in the UAE and Kingdom of Saudi Arabia (KSA), both from the perspectives of the appraiser and appraisee.