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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.

The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables.

To examine the proposed relationships, the authors conducted a field study that utilized survey data from a sample of 243 restaurant employees and their immediate supervisors. Employee ratings of supervisor and coworker support for error management were matched with the data gathered for the two dependent variables (i.e. supervisory ratings of service recovery performance and helping behaviors). Structural equation modeling was used to examine the linear interaction effects on the outcome variables. To examine the non-linear interaction effects on the outcome variables the authors utilized polynomial regression and response surface modeling.

The results showed that the interaction effects of supervisor and coworker support for error management was significantly positively related to both service recovery performance and helping behaviors. In addition, an alternative analysis of the shape of the interaction effects using polynomial regression and response surface modeling showed that the moderating effects may be better conceptualized as non-linear.

These findings offer new insights about the roles and impact of various forms of support in the service recovery process. First, the current study focuses specifically on supervisor and coworker support for error management and the impact on employees’ service recovery performance and helping behaviors. Second, this research investigates the interaction effects of these two forms of support on service recovery performance and helping behaviors. Third, along with linear interaction effects, the current work examines non-linear interaction effects. These relationships examined in this study have not been tested before. Thus, the findings of this research make a unique contribution to research in service management. The findings of this study provide more prescriptive insights about the means to prevent and respond effectively to service errors.

The purpose is to develop and implement a systematic approach to define the level of service (LoS) consistently and efficiently. The framework will assist professionals to make decisions based on service performance and transform to a service-centric decision-making paradigm in the domain of asset management.

A three-step approach is used to develop the framework. A comprehensive literature review is conducted (Step 1), which is followed by a discussion with experts (Step 2). Based on the desktop review and field discovery, the framework is developed and implemented (Step 3).

The framework represents key components in four phases. The first phase identifies the potential service customers. The second phase defines the customer values and LoS measures at three levels: organisation, customer and technical. Implementation is done in the third phase, whereas monitoring and evaluation as part of continuous improvement are accomplished in the fourth phase.

The challenges of this research work are categorised as follows. Strategic challenges focus on the awareness and alignment of strategic goals. Informational and financial challenges discuss non-availability of related information and cost-effectiveness of data collection, respectively. Human challenges discuss the availability of adequate human resources with an adequate skill set. Others discuss the non-availability of defined processes and procedures.

Theoretically, the framework represents key performance management concepts to develop an integrated approach to define the acceptable LoS effectively. Practically, professionals can use the framework to define the LoS consistently and efficiently.

Existing guides and frameworks represent a set of performance management concepts; however, these do not specify an integrated approach to define, align and integrate the LoS or performance goals. The proposed framework is developed to fill this gap.

The aim of this study is to develop a framework for measuring of service supply chain (SSC) maturity process.

The main framework of the SSC maturity was developed by reviewing the concepts and models of SSC, business excellence, maturity and supply chain performance evaluation. Then, the maturity level of each excellence criterion was defined in the proposed model by using the excellence criteria for SSC and the concept of Plan, Do, Check and Act (PDCA) cycle in combination with the process survey tools maturity model. Based on the excellence criteria and their maturity levels, a questionnaire was designed to practically measure the proposed framework.

The concepts and features of maturity levels defined for each of the excellence criteria were used to implement and operationalize the proposed framework and evaluate the SSC processes.

Through the assessment of the existing status of SSC processes, the findings allow managers to reach a better understanding of the strengths and weaknesses of such processes. Then, some opportunities are provided for improving each excellence criterion to enhance the performance of each process.

In fact, this study provides guidelines for organizations to measure their progress and performance and improve their management systems. The main advantages of the proposed SSC measurement framework include self-assessment facilitation, calculation of criteria scores and development of uses. The proposed model, like quality and productivity awards, can pave the way for increased competitiveness of the service industry.

Despite increasing attentions to sustainable service supply chain management (SSSCM), a framework for performance evaluation of sustainable service only supply chain management (SSOSCM) is still missing. This paper tries to fill this gap and provides a novel conceptual framework.

The articles related to SSSCM are fetched from the databases of SCOPUS and Web of Science. Analysis of 174 articles identified by the systematic literature review is further carried out.

This research identifies the sustainable practices for service only supply chain (SOSC) as environmental management, social management, economic management, customer management, health, safety and risk management, technical sustainability, institutional sustainability, information and technology management as well as two performance measurement criteria as operational performance and organizational performance. This paper provides a novel conceptual framework for the performance evaluation of SSOSCM. The results call for future exploration in the following three broad directions-(1) customer's perception, involvement and their behaviour towards sustainability in SOSC context; (2) trade-off, incentive mechanism and multilevel evaluation for achieving sustainability in SOSC and (3) sustainability in SOSC from various point of views.

The managers can use the framework to assess the performance of the organization while researchers can explore the discussed research gaps.

This is the first paper that provides a novel conceptual framework for the performance evaluation of SSOSCM as well as potential future research directions.

The effect of the quality management system on service performance. The mediating effect of service quality on the influence of the quality management system on service performance. The mediating effect of product characteristics on the influence of the quality management system on service performance.

The analysis unit of this research were the service organizations/fields presented by each of the experts working in the consulting companies/business entities of construction planners that have Grade 4 qualification and have been the members of Inkindo registered since 2016 and located in the territory of Indonesia. The sample target were the organizations/fields of the consulting companies represented by the permanent experts or skilled manpower working accordingly with the field of construction planning services. This becomes important, considering that the position of experts is crucial to the success and quality of the management of construction planner consulting services. Determination of the use of the sample was based on the rule of thumb in SEM, which amounted to 10 × 20 indicators or 200 respondents.

There is significant influence between the variables of the quality management system to service quality and company performance, but there is no significant effect on product characteristics. The analysis also showed that mediating effects to service quality or characteristics of the product were not found on the influence of the quality management system to company performance.

The quality management system focuses on earning users’ satisfaction by applying basic principles to the management of good companies. The scope of a broad management system not only revolves around the quality of products making the quality management system very well applied in various types of companies or organizations, but it can also be applied to organizing-related services to customers.

The purpose of this paper is to investigate how performance management control should be optimised for housing management services, through two different organisational contexts in the social housing sector.

Case study methodology was used to examine the performance management control of one typical local authority in England where housing management services are run by a non‐profit‐making Arm's Length Management Organisation, and of another major housing organisation, the Hong Kong Housing Authority, where the services are contracted out to profit‐making consultants.

In a non‐profit‐making organisational context, housing management services should be measured by performance indicators related to the strategic objective of providing efficient and effective services. Benchmarking should be conducted to supplement performance control. In a profit‐making organisational context, market competition should also be introduced so that more tendering opportunities are given to the best performers to optimise the performance of service providers.

The findings of this research are based on two cases representing the social housing sectors in England and Hong Kong. The research forms a conceptual baseline on which further research can be built to find out effective control to optimise the performance of property management services in many other housing and facilities management organisations.

Performance management of housing management services can be optimised by benchmarking and market competition.

This study contributes to performance management of housing management services by conducting empirical confirmatory testing of the validity of performance management theory.

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.

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.

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.

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.

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.

The aim of this study is to present a model for service supply chain performance evaluation (SSCPE) based on fuzzy cognitive mapping (FCM).

Despite the unique nature of services, which distinguishes them from goods, the performance evaluation of service supply chains (SSCs) has still not received adequate attention from researchers or practitioners. With the help of in-depth interviews conducted with insurance industry experts in Iran, the performance measures of SSCs are defined, and the relevance between the performance measures, which are based upon the knowledge of experts in this field, are presented as a fuzzy cognitive map.

By blocking the aggregate map of experts, a model for SSCPE is developed that discusses performance measures and metrics of strategic, tactical and operational SSC processes, such as service-providing management, service-enabling management, market management, cash-flow management, customer-relationship management, supplier-relationship management, knowledge- and information-flow management and risk management. Indexes of FCM models indicate that the supply chain service quality and strategy blocks have the most importance compared with others.

The paper develops an original SSCPE model that can be used as a basis for SSC improvement and develops an excellence model for SSC.

Strategic management of facilities is now generally accepted best practice. Appraisal of facility performance has developed correspondingly and financial measures are no longer seen as the prime indicator of success. Holistic models that include the processes supporting fulfilment of an organisation’s strategic aims are now considered to provide more appropriate measures. Recent focus in the service‐oriented context of local government authority (LGA) facility management has particularly turned toward such models. This paper discusses the issues and inherent tensions arising from the strategic measurement of local government facilities in a service delivery context. It is argued that outwardly the strategic objective of service delivery is common to the private and public sectors, but fundamental differences in the desired outcomes and responsibilities of the two sectors require different solutions. Even if one accepts the current trend in ‘balanced’ performance measurement, differing parameters in the private and public sectors impact on the design and evaluation of performance measures, especially in relation to process, efficiency, strategy formulation and responsiveness of the organisation to customer needs. If a facility is considered to be an enabler of processes that lead to desired outcomes, these differences must necessarily affect the design of facility performance measurement tools. The research with eight LGAs, reported here, supports the need for a new model for the evaluation of community facilities applicable in the local government context. Using stakeholder‐based focus groups, the need was identified for a service‐oriented model, where the facility is understood as the intersection of aspects of service provision, physical building substance and the community utilising the facility.