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Performance Management System (performance + management_system)
Selected AbstractsThe Cult of ModernityFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 4 2001Barbara Townley This article examines Strategic Performance Management Systems oftenintroduced as a key component of New Public Management. In doing so, it identifies some of the common and long-standing difficulties identified with the introduction and use of performance measures. The article then questions why such management systems are consistently advocated given some of the apparently serious dysfunctions that their introduction and use can engender. It concludes that these systems reflect a deeper attachment to what has been characterised as Enlightenment thinking, and that an archaeology of this style of thought is a necessary pre-requisite for understanding models of management that are promulgated. [source] PERFORMANCE MANAGEMENT AND BEST VALUE AUDIT IN SCOTLAND: A RESEARCH NOTE ON THEORY AND PRACTICEFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 4 2008Arthur Midwinter This paper appraises the theory and practice of Best Value Audit in Scotland, and in particular the central assumption that a robust performance management system is essential for continuous improvement in service delivery, within a rational planning model of governance. The reviews of Best Value Audit in practice reveal important gaps between theory and practice, with an overemphasis on monitoring process rather than performance. There is, therefore, considerable scope to reduce the demands of the audit process on local government, and Best Value Audit, needs to move from a theoretical model to an evidence-based model of good practice if real progress is to be made. [source] Selecting the right costing tool for your business needsJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 3 2007Jim Gurowka Management accountants designing an organization's performance management system face a dizzying array of costing approaches and techniques. This article describes the current "clutter in costing," then provides a road map to help finance and accounting professionals decide which tools to use when, and how to recognize when it is time to change costing systems. © 2007 Wiley Periodicals, Inc. [source] Participation in the design of performance management systems: a quasi-experimental field studyJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2004Ad Kleingeld In the literature on the relationship between participation in decision making and performance, a tell-and-sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, participation of a form to be characterized as formal, long term, direct, and with a high degree of participant influence is more effective than a tell-and-sell strategy. Using a quasi-experimental design with a participation, a tell-and-sell, and a control condition, a ProMES performance management system was implemented in the field service department of a Dutch supplier of photocopiers. Outcome feedback to individual technicians resulted in an average performance increase in the participation condition that was significantly higher than the increase found in the tell-and-sell condition. Satisfaction with the program, and the perceived usefulness of the feedback, were significantly higher in the participation condition. In both experimental conditions, the performance increase was significant compared to the control condition. An explanation for these findings is discussed, as are implications for theory and practice. Copyright © 2004 John Wiley & Sons, Ltd. [source] Brokering knowledge in organizational networks: The SPN approachKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2002S. Burnett Over the last three years (at the time of writing this paper) the upstream oil and gas industry has experienced substantial changes at a structural level due a variety of factors including the low cost of oil, depleting reserves, maturing regions, strong competition, and the high costs for development projects. The growing pressure on organizations to operate more economically has led to the recent spate of cost-reduction initiatives including acquisitions, strategic alliances, joint ventures and consortia agreements. Senior management are realizing that it is their intangible assets, in the form of knowledge, which provide the key to their continued success and their company policies are seeking to identify and manage their knowledge base more effectively by implementing a range of initiatives addressing behavioural, process and technological issues. This paper illustrates how, through the use of a knowledge broker, a major project was handled to realize the knowledge potential of the individuals and the team. Main outcomes from the ongoing project include the establishment of understanding and buy-in amongst all the alliance partners to the use of shared measures to align objectives, the development of a management structure to support the performance management system and the maintenance of pace and focus through the provision of dedicated resources. Copyright © 2002 John Wiley & Sons, Ltd. [source] Solutions and recommendations to address issues with Company XYZ's performance management systemPERFORMANCE IMPROVEMENT, Issue 1 2009Mike Kolich According to a recent attitude survey, work objectives, advancement, growth, job assignment, information, pay for performance, and compensation are issues in which Company XYZ's engineering department fell below the industry average. The issues are all symptoms of a larger performance management problem. This article offers solutions and recommendations focused on the introduction of an individual development planning document with an emphasis on goals tied to the corporate mission and an increase in feedback and communication. [source] Project management priorities and the link with performance management systemsPROJECT MANAGEMENT JOURNAL, Issue 4 2007David J. Bryde Abstract This paper reports the results of a project management practices study in the U.K. social housing sector. A five-factor model of project priorities is established, comprising traditional measures of project cost, time, and quality, in combination with a need to focus on stakeholders and to develop a customer and project team orientation. This model supports and integrates previously fragmented notions of project performance measurement. The relationship between these five project management criteria and the effectiveness and use of a performance management system (PMS) is then explored, with some limited evidence found that PMS effectiveness is an antecedent to practices that focus on the customer, the project team members, and other stakeholders [source] Performance Management Design and Effectiveness in Quality-Driven OrganizationsCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 2 2004Victor Y. Haines III Performance management practices, such as performance appraisals, are often considered incompatible with the principles of quality management. If designed appropriately, however, performance management systems could support rather than hinder quality. This study investigates the alignments of performance management system components to a strategic emphasis on quality. Findings from a sample of 312 organizations generally support the idea that organizations are adapting their performance management systems in ways that are compatible with a quality emphasis. In addition, the study shows that a greater alignment of quality and performance management is associated with greater perceived effectiveness of the performance management system. Résumé Les pratiques de gestion du rendement, comme les évaluations du rendement, sont souvent considérées incompatibles avec les principes de la gestion de la qualité. Cependant, si elles sont développées correctement, les systèmes de gestion du rendement peuvent soutenir plutôt que nuire à la qualité. La présente étude s'intéresse aux alignements entre les composantes des systèmes de gestion du rendement et l'emphase stratégique sur la qualité. Les analyses réalisées avec un échantillon de 312 organisations indiquent une certaine cohérence entre les systèmes de gestion du rendement et l'emphase stratégique sur la qualité. Les organisations semblent donc adapter leurs systèmes de gestion du rendement aux exigences de la qualité. De plus, une plus grande cohérence entre la stratégie qualité et la gestion du rendement est associée avec des perceptions positives à l'égard de l'efficacité du système de gestion du rendement. [source] Participation in the design of performance management systems: a quasi-experimental field studyJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2004Ad Kleingeld In the literature on the relationship between participation in decision making and performance, a tell-and-sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, participation of a form to be characterized as formal, long term, direct, and with a high degree of participant influence is more effective than a tell-and-sell strategy. Using a quasi-experimental design with a participation, a tell-and-sell, and a control condition, a ProMES performance management system was implemented in the field service department of a Dutch supplier of photocopiers. Outcome feedback to individual technicians resulted in an average performance increase in the participation condition that was significantly higher than the increase found in the tell-and-sell condition. Satisfaction with the program, and the perceived usefulness of the feedback, were significantly higher in the participation condition. In both experimental conditions, the performance increase was significant compared to the control condition. An explanation for these findings is discussed, as are implications for theory and practice. Copyright © 2004 John Wiley & Sons, Ltd. [source] Project management priorities and the link with performance management systemsPROJECT MANAGEMENT JOURNAL, Issue 4 2007David J. Bryde Abstract This paper reports the results of a project management practices study in the U.K. social housing sector. A five-factor model of project priorities is established, comprising traditional measures of project cost, time, and quality, in combination with a need to focus on stakeholders and to develop a customer and project team orientation. This model supports and integrates previously fragmented notions of project performance measurement. The relationship between these five project management criteria and the effectiveness and use of a performance management system (PMS) is then explored, with some limited evidence found that PMS effectiveness is an antecedent to practices that focus on the customer, the project team members, and other stakeholders [source] CIVIL SERVICE REFORM IN THE UK, 1999,2005: REVOLUTIONARY FAILURE OR EVOLUTIONARY SUCCESS?PUBLIC ADMINISTRATION, Issue 2 2007TONY BOVAIRD In December 1999, the UK Civil Service Management Board agreed an internal reform programme, complementing the more externally-oriented ,modernizing government' programme, to bring about major changes in the functioning of the civil service ,,step change' rather than continuous improvement. This paper suggests that the aims of the reform programme were only partially achieved. While some step changes did indeed occur, even such central elements of reform as ,joined-up' working with other public organizations were still only at an initial stage some three years later and others , for example, business planning and performance management systems , have taken 20 years to achieve acceptance within the civil service. It appears that examples of meteoric change are rare in the civil service , the reality of the changes are better characterized as ,evolution' and ,continuous improvement' than ,revolution' and ,step change'. [source] Performance Management Design and Effectiveness in Quality-Driven OrganizationsCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 2 2004Victor Y. Haines III Performance management practices, such as performance appraisals, are often considered incompatible with the principles of quality management. If designed appropriately, however, performance management systems could support rather than hinder quality. This study investigates the alignments of performance management system components to a strategic emphasis on quality. Findings from a sample of 312 organizations generally support the idea that organizations are adapting their performance management systems in ways that are compatible with a quality emphasis. In addition, the study shows that a greater alignment of quality and performance management is associated with greater perceived effectiveness of the performance management system. Résumé Les pratiques de gestion du rendement, comme les évaluations du rendement, sont souvent considérées incompatibles avec les principes de la gestion de la qualité. Cependant, si elles sont développées correctement, les systèmes de gestion du rendement peuvent soutenir plutôt que nuire à la qualité. La présente étude s'intéresse aux alignements entre les composantes des systèmes de gestion du rendement et l'emphase stratégique sur la qualité. Les analyses réalisées avec un échantillon de 312 organisations indiquent une certaine cohérence entre les systèmes de gestion du rendement et l'emphase stratégique sur la qualité. Les organisations semblent donc adapter leurs systèmes de gestion du rendement aux exigences de la qualité. De plus, une plus grande cohérence entre la stratégie qualité et la gestion du rendement est associée avec des perceptions positives à l'égard de l'efficacité du système de gestion du rendement. [source] | ||||||||||