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Purpose ? The purpose of this paper is to highlight the factors that enable and/or constrain the design and implementation of team-based performance measurement systems. Design/methodology/approach ? This research study departed from an industrially-led project. The research strategies used (i.e. case studies, industrial workshops and action research) are suited to the applied and empirical nature of the study. The paper reviews the existing literature on team performance measurement. It then presents the findings based on a exploratory phase and a theory refinement phase. Findings ? The results of this study suggest that there are eleven factors affecting the design and implementation of TPMS. It also suggests that these factors are inter-related with each other. As a result, the impact of one factor can reduce and even eliminate the impact of other factors. Research limitations/implications ? There are two main limitations of this research. Firstly, carrying out more than one longitudinal study would increase the validity of the findings. Secondly, evidence was mainly gathered from companies from the manufacturing sector. Practical implications ? These findings provide senior managers, human resource specialists and team leaders with the foundations to create the right conditions to design and implement TPMS. Originality/value ? The main contribution this paper makes is that it highlights the factors affecting the design and implementation of measurement system in the context of teams. This research identifies three factors (i.e. team maturity, focus and content of appraisal and reward systems, business process view) that are specific to TPMS design and that have not been fully addressed by previous research. [ABSTRACT FROM AUTHOR]

The initial objective of the research presented in this paper was to investigate human resource management (HRM) practices from a business process perspective. The paper first demonstrates the level of inconsistency in the field with respect to HRM models. The paper then develops the need for a more formal systems engineering-based approach for modelling HRM practices from a business process viewpoint. The paper then goes on to describe the model developed for the HRM business process together with the methodology used to validate the model. The paper concludes with a discussion on the validity of the model, which further demonstrates the differing points of view in this complex and multidisciplinary field. [ABSTRACT FROM AUTHOR]