Search

As a result of the globalization of economic activities, an increase in the accumulation of knowledge, technology, and capital transfer have brought a change in the sense of management, consumer preferences, the dynamics used in production environment. This process of change, by greatly influencing the size and the intensity of competition has produced important opportunities for companies in terms of realizing, understanding, and effecively managing the change. Of these opportunities, setting up a strategic knowledge system and assessing the success of information gathered by this system is the most significant. For this reason, some performance assessment systems that will guide companies in determining strategies have been developed. However, in time, it has been observed that these systems are not sufficient in measuring performance and different methods have been used in order to obtain effective performance measurement. In this study, the implementation of the Balanced Scorecard Technique, EFQM Excellence Model and Baldrige Performance Excellence Program together for an efficient performance measurement in terms of its importance for enterprises and probable benefits of such performance measurement combination for enterprises will be discussed. [ABSTRACT FROM AUTHOR]

This article addresses the subject of management control and tries to create a performance measurement system for social enterprises, that is, how to measure success. Three reference fields for management are analyzed: (a) economic-financial performance, linked to the determination of general performance (profits, value added, etc.) and analytic results (production-cost of services, efficiency indicators, etc.); (b) social effectiveness, to measure the quantity and quality of work undertaken and to identify its impact on the intended beneficiaries and the community; and (c) institutional legitimacy, verifying conformity with law and mission statement. In integrating these aspects, we propose a multidimensional controlling framework that is appropriate to the management of a social enterprise. We try to demonstrate the validity of the theoretical model through the illustration of an Italian empirical case: the work integration social enterprise “Ulisse.” [ABSTRACT FROM PUBLISHER]

This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier university in Malaysia through document analysis, interviews and survey questionnaires provided the foundation for the system development. By adopting the balanced scorecard, the proposed system provided a means for top down alignment of organisational objectives while creating a medium of communication between the lecturers and management. Though the method suggested in this study primarily focuses on the academic staff, it addresses the lack of a representative form of performance measurement for lecturers that accommodates the complexities of the profession while providing the potential adoption of an unconventional method to encourage excellence and development amongst all levels of employees in the industry. [ABSTRACT FROM AUTHOR]

As residential programs face increasing accountability, measuring performance takes on added importance. This paper presents several frameworks for understanding what quality is and how it can be measured in a residential treatment setting. To assess performance, quality indicators and standards must be created. Two contributions to measuring program quality are presented and reviewed. Recommendations are made regarding future directions in developing quality measures. Research advancements in measuring performance must be guided by practitioners and other stakeholders. Research-practice collaborations will be pivotal in moving quality residential care forward. [ABSTRACT FROM AUTHOR]

This article focuses on what some sceptics see as disillusionment with conventional evaluation practice, in that many governments experience only limited use of evaluation findings. This has contributed to a significant increase in results-based performance measurement. Yet not everyone in the evaluation community welcomes this development. The authors make the point that significant complementarities exist between evaluation and performance measurement and therefore the boundaries between these practices may need to be redefined. In other words, evaluators will need to enter into a constructive dialogue with performance management practitioners. By investigating their methodological similarities and differences, the authors argue that evaluation studies and performance measurement are highly complementary forms of knowledge production. Finally, they argue that evaluation tools may in fact strengthen a number of the identified shortcomings of performance measurement systems when applied in performance management. [ABSTRACT FROM AUTHOR]

Almost all state governments have adopted legislative or administrative mandates to manage for results. These mandates require agencies to engage in strategic planning and performance measurement, with the hope that performance information will be used to change decision-making behavior and improve performance. This article examines case studies of Alabama, Virginia, and Vermont to understand how corrections managers react to and use these mandates. The findings indicate a high degree of variation in case outcomes, ranging from compliance, to performance improvement efforts, to a questioning of the basic goals of corrections. There is a common logic: that explains how managing for results is used however, based on organization's leadership agenda, and informed by knowledge of environmental challenges and opportunities. [ABSTRACT FROM AUTHOR]