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Seeks to explore the characteristics of organisational performance management with a view to speculating on the way the development of this emerging academic sub‐discipline might evolve. Identifies just what the nature of a research contribution to the field of performance management might be by briefly reviewing the nature of management as a discipline and how performance management might be located within this context. Performance management is located within two main dimensions: cognitive, and those relating to social organisation as proposed by Becher and Gibbons et al. The methodology compares the field of performance management with analysis that has already been undertaken in an attempt to analyse management as discipline. Analysis shows that research in the performance management field, unlike other more mainstream management research, is likely to be “hard” and “applied” (on the main cognitive dimensions – Becher) and convergent and urban (on the main dimensions in relation to its social organisation – Gibbons). Conclusions are discussed in detail.

In order for a facilities management (FM) organisation to make effective use of the results of performance measurement it must be able to make the transition from measurement to management. It must also be able to anticipate needed changes in the strategic direction of the organisation and have a methodology in place for effecting strategic change. Successful accomplishment of these two tasks represents the foundation of good performance management. This paper explores baselines for moving from performance measurement to performance management and provides a discussion of how the FM performance assessment can be used to manage the FM function effectively.

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.

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

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.

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.

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.

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.

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.

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.

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.

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

The purpose of this paper is to summarise key conclusions from a multidisciplinary review of the state of the art of research into organisational performance management, in particular how research can aid and involve practitioners.

This Special Issue incorporates papers that address current performance management challenges for managers and academics from a relatively small selection of academic disciplines. This particular paper locates the others in a wider context of a cross‐disciplinary study, identifying shared strengths to be found within the academic community.

In spite of a number of barriers to knowledge transfer, and tensions and gaps within the performance management research portfolio (described in the paper), much progress has been made that will advance further through active involvement with practitioners and across discipline boundaries. Specific suggestions for enhancing the effectiveness of performance management practice are included.

Research has already provided useful knowledge for practitioners, with the potential for greater value provided that performance management researchers are open to more collaboration in order to tackle the complex questions facing practitioners and theoreticians alike.

The paper provides an overview of the conclusions reached in a substantial and original multidisciplinary review, providing readers with the flavour of that publication.

The purpose of the paper is to present the performance management process and the core competency frameworks of six Canadian public libraries. The core competencies that characterize the qualities for superior performance of library staff are described, as well as the way in which competencies are used throughout the performance management process and other related human resource functions.

A survey of 59 public libraries serving populations greater than 50,000 was undertaken. A total of six libraries reported using core competency frameworks for performance management purposes. Managers responsible for human resource functions were interviewed about the process of developing the competencies and the ways in which the competencies are used in their library systems.

The core competencies identified by the six public libraries are communication skills, interpersonal skills, customer service, analytical skills, accountability, adaptability, technological competence, planning and organizing skills, knowledge of the organization, creativity/innovation and leadership. Employees are evaluated against the core competencies in the performance appraisal process. Unsatisfactory performance in any competency requires an action plan to improve the necessary knowledge and skills.

The number of libraries which have implemented core competencies for performance management is very limited. Future research should examine whether competency‐based performance management has achieved the aim of improving performance.

The paper provides a useful overview of the concept of performance management and summarizes the strengths and weaknesses of competency‐based performance management.

The paper presents an overview of competency‐based performance management as implemented in six Canadian public libraries. The core competencies that characterize the qualities required for superior performance of library staff are described.

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

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.

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

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

Measuring the business benefits of knowledge management is difficult. Even more so for public sector agencies whose outcomes are social benefits, rather than simple profit. Describes an approach for measuring the performance of knowledge management strategies for a public sector agency in Victoria, Australia. Knowledge management is defined as those actions which support collaboration and integration. Two models are presented for measuring knowledge management performance and knowledge management behaviours: a performance framework based on the balanced scorecard approach, and a behaviour framework that identifies levels of practice demonstrated by individuals. The Knowledge Management Performance Scorecard maps the objectives for knowledge management across the balanced scorecard’s key result areas The Knowledge Management Behaviour Framework identifies seven levels of knowledge management skills for demonstrating collaborative behaviour. The framework also outlines what might be typical behaviours of managers and the roles they would assume in relation to individuals at each level.

Performance measurement has been receiving increased attention in public organizations. As performance measurement systems begin to take on a central focus by public sector organizations, the challenges of measuring and improving critical organizational processes continue to increase in importance. Furthermore, as the procurement process continues to gain critical importance in public sector organizations, the need to apply specific performance measurement methods to measure and improve the procurement processes is essential for mission success. This article introduces the Contract Management Maturity Model (CMMM) as a method for assessing, measuring, and improving an organization’s procurement processes. The results of the case study describe the organizational benefits of using a contract management maturity model as a performance measurement, as well as a process improvement method.

The purpose of this paper is to analyze the management process considering risks and performances in developing new products.

The paper provides risk factors and performance factors based on literature reviews and then discusses risk and performance management processes during the product development period. Some lessons for effective risk management and performance measures are reported.

The timing of risk management and performance measures is important to the impact level of performance.

This proposed framework could be used as a basis for systematic management of R&D investment projects.

The paper provides insights into the R&D committee's role in developing new products.