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Article
Publication date: 1 July 2006

Cancer Care Ontario and integrated cancer programs: Portrait of a performance management system and lessons learned

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
DOI: https://doi.org/10.1108/14777260610680131
ISSN: 1477-7266

Keywords

  • Performance management
  • Performance management systems
  • Cancer
  • Continuous improvement
  • Performance monitoring
  • Canada

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Article
Publication date: 18 January 2008

Application of a systems approach to sustainable development performance measurement

Cory Searcy, Stanislav Karapetrovic and Daryl McCartney

The purpose of this paper is to demonstrate how a systems approach can be used to facilitate the development of an organizational performance measurement system.

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Abstract

Purpose

The purpose of this paper is to demonstrate how a systems approach can be used to facilitate the development of an organizational performance measurement system.

Design/methodology/approach

Based on a review of the literature, the paper introduces the implications for applying a systems approach to organizational performance measurement. To demonstrate the transition from theory to practice, a case study is provided to show how a sustainable development performance measurement system was developed at a Canadian electric utility. The case study involved extensive consultation with over 25 experts.

Findings

The paper finds that a systems approach is useful in developing the process and that a set of formal systems criteria is useful in developing the structure and content of a performance measurement system. These concepts are highlighted throughout the case study example.

Research limitations/implications

The case study section was based on findings from a single organization. Further work is required to validate the findings within other organizations.

Practical implications

The paper shows how a robust sustainable development performance measurement system may be developed at an electric utility. The overarching emphasis on integration of the system with the case utility's mainstream initiatives demonstrates that a performance measurement system must build on what the organization already has in place. The systems‐based approach and formal systems criteria used in the paper may be transferable to other organizations.

Originality/value

The paper shows that a systems approach provides both the structure and flexibility needed to guide the design, implementation, and evolution of a sustainable development performance measurement system within existing organizational infrastructure.

Details

International Journal of Productivity and Performance Management, vol. 57 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/17410400810847429
ISSN: 1741-0401

Keywords

  • Performance measures
  • Information systems
  • Business improvement
  • Sustainable development

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Article
Publication date: 15 June 2010

Implementing a quality‐based performance measurement system: A case study approach

Roland Jochem, Martin Menrath and Katja Landgraf

The performance measurement system reflects the corporate strategy and overall business objectives of an organization. The alignment of the performance indicators with the…

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Abstract

Purpose

The performance measurement system reflects the corporate strategy and overall business objectives of an organization. The alignment of the performance indicators with the company's critical operating factors, and the processes having bottle‐necks alongside the value chain, could result in a very compact, target‐oriented, and quality‐based performance measurement system. This paper aims to investigate this issue.

Design/methodology/approach

The quality‐based performance measurement system is developed by integrating the existing performance indicators of an organization with those of best‐in‐class management practices. The organizational processes included range from business leadership to the operational level. The key performance indicators (KPIs) depict the existing status transparently and comprehensively, whereas later on they can be used to control the processes with the pre‐defined values/measures. The KPIs of a process are documented and standardized once they are implemented. An action plan is then developed to write down the prerequisite for the new KPIs and to prioritize the existing ones for the sake of improvement.

Findings

It is affirmed that most of the employees had found the performance measurement system a very useful tool to tightly control the flow of their processes. It is very important to mention that this system does not mean giving way to another flood of information; instead it is designed to support the company's decision‐making process through target‐oriented indicators that could be compared with the existing best practices.

Originality/value

The concept described is aimed at developing and implementing a quality‐based performance measurement system within an organization. This system is developed through comparing the existing organizational practices with those having been labelled “Best‐in‐class” and it provides an alternative to the Balanced Score Card approach.

Details

The TQM Journal, vol. 22 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/17542731011053334
ISSN: 1754-2731

Keywords

  • Performance measurement (quality)
  • Quality indicators
  • Process management
  • Vehicle components
  • Germany

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Article
Publication date: 1 June 2000

Dynamics of performance measurement systems

Umit S. Bititci, UTrevor Turner and Carsten Begemann

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic…

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Abstract

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently mature to create dynamic performance measurement systems. The use of the dynamic performance measurement system is illustrated through a case study. Concludes with a series of lessons highlighting further research and development needs.

Details

International Journal of Operations & Production Management, vol. 20 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/01443570010321676
ISSN: 0144-3577

Keywords

  • Performance measurement
  • Management information
  • Systems development

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Article
Publication date: 1 March 2005

Implementing a performance measurement system capable of creating a culture of high performance

Ian Robson

To show how measurement systems and the way they are implemented can have a critical impact in either encouraging or discouraging a culture of high performance.

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Abstract

Purpose

To show how measurement systems and the way they are implemented can have a critical impact in either encouraging or discouraging a culture of high performance.

Design/methodology/approach

This paper outlines a “systems view” of organisations that assist in combining the knowledge of both measurement and psychology into a practical approach that encourages a culture of high performance. It outlines examples of measurement systems that have been specifically designed to change perceptions and behaviours. These implementations transformed performance levels within a matter of months.

Findings

When measurement systems are designed using the appropriate psychological principles, there can be a rapid change in staff behaviour that automatically leads to improved performance.

Research limitations/implications

The psychological conditions for improving performance can be readily reproduced, but more research evidence is required to ensure widespread acceptance and use of this approach to performance improvement.

Practical implications

Measurement systems should be designed and implemented from a psychological and performance control perspective. When they are designed in this way, organisations can rapidly achieve substantial improvements in performance.

Originality/value

This paper shows how, by combining critical aspects of psychology with the knowledge of measurement within organisations, measurement systems can be designed and implemented to encourage a complete culture of high performance. The approach can assist all managers that want to change both the culture of their organisations whilst simultaneously improving overall performance.

Details

International Journal of Productivity and Performance Management, vol. 54 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/17410400510576621
ISSN: 1741-0401

Keywords

  • Measurement
  • Psychology
  • Culture
  • Performance management

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Article
Publication date: 1 February 2002

Measuring a manufacturing system’s performance using Saaty’s system with feedback approach

Mustafa Yurdakul

Provides a multi‐criteria performance measurement model to measure the profitability performance of a manufacturing system. In developing the model, analytic hierarchy…

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Abstract

Provides a multi‐criteria performance measurement model to measure the profitability performance of a manufacturing system. In developing the model, analytic hierarchy process (AHP) and its extension system‐with‐feedback (SWF) approaches are used. The SWF approach, an extension of the AHP method, is recommended when independence among different elements of a system assumption is violated. In a manufacturing system, the system’s performance criteria are interrelated. When the level of a single system criterion is changed, other criteria must be considered simultaneously. Also, the relative importance of these criteria with respect to each other and their contribution to the overall profitability is directly affected by the competitive strategy applied by the manufacturing system. The performance evaluation model developed in this study includes the competitive strategy and interdependence between the system criteria in its hierarchical structure and achieves a more realistic and accurate representation of a manufacturing system.

Details

Integrated Manufacturing Systems, vol. 13 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/09576060210411486
ISSN: 0957-6061

Keywords

  • Analytical hierarchy process
  • Performance measurement
  • Manufacturing industry

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Article
Publication date: 1 May 1997

Integrated performance measurement systems: a development guide

Umit S. Bititci, Allan S. Carrie and Liam McDevitt

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage…

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Abstract

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business. The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system. Research identifies two critical elements with respect to the content and structure of the performance measurement system. These are: integrity and deployment. The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system. The reference model developed for integrated performance measurement systems provides a framework against which performance measurement systems can be designed and audited.

Details

International Journal of Operations & Production Management, vol. 17 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/01443579710167230
ISSN: 0144-3577

Keywords

  • Audit
  • Integration
  • Performance management
  • Performance measurement

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Article
Publication date: 1 February 1997

Integrated performance measurement systems: an audit and development guide

Umit S. Bititci, Allan S. Carrie and Liam McDevitt

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage…

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Abstract

The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business. The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system. Research identifies two critical elements with respect to the content and structure of the performance measurement system: integrity and deployment. The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system, while the reference model developed for integrated performance measurement systems provides a framework against which performance measurement systems can be designed and audited.

Details

The TQM Magazine, vol. 9 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/09544789710159443
ISSN: 0954-478X

Keywords

  • Audit
  • Integration
  • Models
  • Performance management
  • Performance measurement

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Book part
Publication date: 20 July 2017

Performance Management: A Marriage between Practice and Science – Just Say “I do”

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…

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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
DOI: https://doi.org/10.1108/S0742-730120170000035005
ISBN: 978-1-78714-709-6

Keywords

  • Performance management
  • performance appraisal
  • feedback
  • performance

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Article
Publication date: 22 October 2019

Integrating performance measurement, system dynamics, and problem-solving methods

Dian Prama Irfani, Dermawan Wibisono and Mursyid Hasan Basri

Transport logistics systems in companies with additional public service roles are complex and could benefit from new approaches to performance management. Existing…

Open Access
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Abstract

Purpose

Transport logistics systems in companies with additional public service roles are complex and could benefit from new approaches to performance management. Existing approaches tend to be fragmented; thus, the purpose of this paper is to integrate balanced performance measures, a dynamics model, and the problem-solving method into a new model.

Design/methodology/approach

An integrated framework is developed by reviewing literature and synthesising attributes of performance measurement systems, system dynamics and problem-solving methods. The framework is then applied to a multiple-role company’s sea transportation system. The study uses statistical methods to identify performance indicators, management interviews with document study to develop a dynamics model, and simulation methods to formulate an improvement plan.

Findings

The performance measurement design stage allowed for the identification of balanced, aligned performance indicators, while the system dynamics model illuminated the impact of the system components’ interrelationships on performance output. The problem-solving method allowed for analysis of system performance, identification of constraints and formulation of a performance improvement plan.

Practical implications

This framework can help transport logistics system stakeholders in multiple-role companies avoid silo thinking, misaligned performance objectives, local optima and short-term solutions.

Originality/value

This study contributes to the existing body of research by introducing a novel framework integrating performance measurement, system dynamics and the problem-solving method. It also addresses a theoretical gap by showing how interconnecting components of sea transportation systems affect transport logistics performance.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/IJPPM-12-2018-0456
ISSN: 1741-0401

Keywords

  • Performance improvement
  • System dynamics
  • Logistics performance
  • Multiple roles
  • Integrated performance management system

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