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1 – 10 of over 175000
Article
Publication date: 1 July 2006

Siu Mee Cheng and Leslee J. Thompson

A performance management system has been implemented by Cancer Care Ontario (CCO). This system allows for the monitoring and management of 11 integrated cancer programs…

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Abstract

Purpose

A performance management system has been implemented by Cancer Care Ontario (CCO). This system allows for the monitoring and management of 11 integrated cancer programs (ICPs) across the Province of Ontario. The system comprises of four elements: reporting frequency, reporting requirements, review meetings and accountability and continuous improvement activities. CCO and the ICPs have recently completed quarterly performance review exercises for the last two quarters of the fiscal year 2004‐2005. The purpose of this paper is to address some of the key lessons learned.

Design/methodology/approach

The paper provides an outline of the CCO performance management system.

Findings

These lessons included: data must be valid and reliable; performance management requires commitments from both parties in the performance review exercises; streamlining performance reporting is beneficial; technology infrastructure which allows for cohesive management of data is vital for a sustainable performance management system; performance indicators need to stand up to scrutiny by both parties; and providing comparative data across the province is valuable. Critical success factors which would help to ensure a successful performance management system include: corporate engagement from various parts of an organization in the review exercises; desire to focus on performance improvement and avoidance of blaming; and strong data management systems.

Practical implications

The performance management system is a practical and sustainable system that allows for performance improvement of cancer care services. It can be a vital tool to enhance accountability within the health care system.

Originality/value

The paper demonstrates that the performance management system supports accountability in the cancer care system for Ontario, and reflects the principles of the provincial governments commitment to continuous improvement of healthcare.

Details

Journal of Health Organization and Management, vol. 20 no. 4
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 13 November 2009

Francesco Sole

This paper seeks to analyse the characteristics of performance measurement and management systems in public organizations and to highlight the main factors driving

3751

Abstract

Purpose

This paper seeks to analyse the characteristics of performance measurement and management systems in public organizations and to highlight the main factors driving performance in this sector.

Design/methodology/approach

A literature review is carried out in order to outline the main issues related to the adoption and implementation of performance measurement and management systems in public organizations.

Findings

The paper provides better information on the performance measurement and management systems in public organizations, by analyzing the performance dimensions, the use of performance measures and the factors influencing the implementation of the performance management process.

Research limitations/implications

The paper presents a model for driving the implementation of a performance measurement system within public organizations and identifies the main factors influencing this process. The paper is conceptual in its nature and will be further developed through an empirical research investigating the role played by the identified factors.

Originality/value

The paper identifies the factors driving the performance management process in public organizations.

Details

Measuring Business Excellence, vol. 13 no. 4
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 6 July 2012

Chandan Kumar Sahoo and Sambedna Jena

The purpose of this paper is to illustrate the various performance management systems utilized by the manufacturing units.

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Abstract

Purpose

The purpose of this paper is to illustrate the various performance management systems utilized by the manufacturing units.

Design/methodology/approach

The paper reviews the performance management literature to extract the factors that would help to explain the effect of performance management system on manufacturing units.

Findings

This research revealed important issues and practices of performance management in manufacturing sectors.

Originality/value

The paper improves understanding of the different approaches utilized to manage and measure performance management system in the manufacturing sector.

Details

Industrial and Commercial Training, vol. 44 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 3 November 2022

Jiangang Wang and Fanghong Liu

This study attempts to examine the performance differences between firms with and without integrated management systems (IMSs), and the impact of three integration…

Abstract

Purpose

This study attempts to examine the performance differences between firms with and without integrated management systems (IMSs), and the impact of three integration strategies (i.e. implementing quality management system (QMS) first, then environmental management system (EMS) (QMS + EMS); implementing EMS first, then QMS (EMS + QMS); implementing QMS and EMS simultaneously (QMS − EMS)) on firm performance to reveal the IMS–performance relationship and provide empirical evidence.

Design/methodology/approach

Two panel datasets were collected during 2009–2019. This study used the Mann–Whitney non-parametric test and a sample of 33,155 observations from 4,316 Chinese listed firms to compare the performance differences between the IMS and non-IMS groups through performance indicators. This study also examined the effects of three integration strategies on firm performance using a cross-sectional time-series feasible generalized least squares (FGLS) regression model and a sample of 11,289 observations from 2,037 firms.

Findings

The results show that significant performance differences exist between IMS and non-IMS firms; however, the performance of firms with an IMS is not always better than that of firms without IMS. Furthermore, the simultaneous integration strategy has a positive impact, whereas sequential integration strategies (QMS + EMS and EMS + QMS) negatively affect firm performance. Compared with the EMS + QMS strategies, the QMS + EMS strategies have a more prominent effect on firm performance. Simultaneous strategies are more effective than sequential strategies.

Practical implications

Firms should fully consider the potential benefits and costs associated with the difficulties of IMS implementation and the implementation order of different management systems and the potential effects of the management systems in different conditions. Firms also should try to develop internal capabilities through implementing different integration strategies.

Originality/value

By comparing performance differences between firms with and without IMS, this study enriches the understanding of the performance benefits of IMS implementation in the Chinese context. By examining the impact of integration strategies that follow different sequences on firm performance, this study promotes an in-depth understanding of the integration strategies and their performance implications beyond simple descriptions and also provides new insights into operations strategy models.

Details

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

Keywords

Book part
Publication date: 28 June 2016

Irina Paladi and Pierre Fenies

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…

Abstract

Purpose

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.

Methodology/approach

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).

Findings

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.

Research limitations

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.

Practical implications

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.

Originality/value

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.

Details

Performance Measurement and Management Control: Contemporary Issues
Type: Book
ISBN: 978-1-78560-915-2

Keywords

Book part
Publication date: 20 July 2017

Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed…

Abstract

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Book part
Publication date: 8 October 2018

Karen Boll

This chapter focuses on the use of outcome-based performance management systems within public administration. It reports two qualitative case studies from respectively the…

Abstract

This chapter focuses on the use of outcome-based performance management systems within public administration. It reports two qualitative case studies from respectively the Danish Tax and Customs Administration and the Swedish Tax Agency. Both of these administrations use outcome-based performance management systems to steer subsets of their administrative work. The chapter shows that the systems respond to broader demands for accounting for outcomes, yet, the systems also operate in very different ways. The Danish case shows a quantitative system which measures on a daily basis, the Swedish case shows a qualitative system which measures on a four to five-year basis. What is striking about both cases is that they balance meeting the demands for accounting for diffuse outcomes, with developing measurements that ‘fit’ local contingent concerns. While much of the current research on performance management systems in public administration is critical and stresses the downsides of such systems, this chapter shows that these systems should not always be assumed to be connected to gaming, strategic behaviour and/or reductionism. Instead, the performance management systems can be seen as attempts to reconcile and make ends meet in ‘post-bureaucratic’ organisations that are increasingly expected to account for rather diffuse and abstract outcomes and expected at the same time to steer and prioritise daily administrative work.

Details

Bureaucracy and Society in Transition
Type: Book
ISBN: 978-1-78743-283-3

Keywords

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

Book part
Publication date: 20 July 2017

Paul E. Levy, Steven T. Tseng, Christopher C. Rosen and Sarah B. Lueke

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed…

Abstract

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Book part
Publication date: 23 September 2013

Gloria Agyemang and Bill Ryan

This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether…

Abstract

This chapter examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The chapter derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes.

Details

Managing Reality: Accountability and the Miasma of Private and Public Domains
Type: Book
ISBN: 978-1-78052-618-8

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