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The most recent administrative reforms aim not only to open up public organizations to citizens but also to encourage other organizations to take similar initiatives, namely in collaboration, transparency and the availability of information. So they need performance measurement and management systems (PMMS) that allow them to be closer to their stakeholders and dynamically promote effective organizational change. This article shows that a PMMS can be a mediation instrument in the effective implementation of administrative reforms. It will help managers and employees of public organizations understand how to improve performance measurement processes and mitigate dysfunctional behaviours that cause unintended effects on organizational performance. ABSTRACT In recent decades, governments worldwide have used administrative reforms to change public organizations. The initial concerns were to increase their efficiency but, more recently, it has been their openness to society. Performance measurement and management systems (PMMS) have been used on this changing path to support public managers' decision-making, although not always successfully. This study contributes to the current debate on using PMMS to align public organizations with the needs of citizens and remaining stakeholders. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this research is to present an integrated methodological framework to aid in performance stewardship of management institutions according to their strategies based on a holistic evaluation encompassing social, economic and environmental dimensions. Design/methodology/approach: A Mamdani fuzzy inference system (FIS) approach was adopted to design the quantitative models with respect to balanced scorecard (BSC) perspectives to demonstrate dynamic capability. Individual models were developed for each perspective of BSC using Mamdani FIS. Data was collected from subject matter experts in management education. Findings: The proposed methodology is able to successfully compute the scores for each perspective. Effective placement, teaching learning process, faculty development and systematic feedback from the stakeholders were found to be the key drivers for revenue generation. The model is validated as the results were well accepted by the head of the institution after implementation. Research limitations/implications: The model resulting from this study will assist the institution to cyclically assess its performance, thus enabling continuous improvement. The strategy map provides the causality of the objectives across the four perspectives to aid the practitioners to better strategize. Also this study contributes to the literature of BSC as well to the applications of multi-criteria decision-making (MCDM) techniques. Originality/value: Mamdani FIS integrated BSC model is a significant contribution to the academia of management education to quantitatively compute the performance of institutions. This quantified model reduces the ambiguity for practitioners to decide the performance levels for each metric and the priorities of metrics. [ABSTRACT FROM AUTHOR]

Small and medium enterprise (SME) development is essential for India's economic expansion. SME is an important participant in the development of accessories that supports major industries. The current study is focused on the variables impacting performance measurement in SMEs, despite the fact that many small and medium businesses are experiencing significant losses and closures as a result of poor performance. The next goal is to determine the connection between small and medium business performance management and financial management practices. This study uses SME performance measurement as a dependent variable. Risk management, working capital management and credit management are three independent factors that can be used to assess SME financial management practices. The questionnaire that was used for each item was based on the earlier research. A five-point Likert scale was used to score each item scale used in this investigation. Working people in a few districts in South Tamil Nadu, India and used online structured questionnaires to gather data. The present sample size of the study is 157. The statistical data analysis has been carried out employing jamovi 1.8. For factor loading, reliability, sample size, model fit, regression analysis for hypothesis testing and structural education modelling were used. Policymakers and SME entrepreneurs who are familiar with performance measurement of many elements can benefit from the study's findings. The study found a relationship between SMEs' performance measurement and financial management practices. [ABSTRACT FROM AUTHOR]

The integration between Enterprise Risk Management (ERM) and Performance Management System (PMS) has become a crucial process for managing environmental complexity in companies. In this context, in order to contribute to the research field, this paper follows two purposes: (1) to identify the most relevant risk dimensions, and connected risk drivers, perceived in managerial practices; and (2) to provide a suitable way to integrate ERM and PMS in supporting the strategic decision-making process. Based on semi-structured interviews with a total of 75 senior and middle managers from 25 different Italian companies, the authors developed a conceptual model to support the corporate transition to integrate ERM and PMS processes, built on a specific set of Key Risk Indicators (KRIs) that can enable them to achieve economically and environmentally sound performance. [ABSTRACT FROM AUTHOR]

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The frameworks to measure salesperson performance have not advanced in parallel with the degree of transformation of professional selling. To address this issue, research in organizational performance advocates for the use of more comprehensive and integrated measurement frameworks, incorporating both objective and subjective measures. However, in sales research, this integrated approach is rare, with most studies using either objective or subjective measurement. Thus, in this article, we explore the combined use of objective and subjective measures of salesperson performance. We conduct a systematic review of sales performance and then investigate empirically, through a survey of 207 salespeople and 39 interviews with sales leaders, the specific role played by subjective measures of individual sales performance. A key finding of the study is the widespread use of diverse measures of performance in practice and the limited measurement approaches used in sales research. We contribute by articulating the differences in the conceptualization and operationalization of salesperson performance between industry practice and scholarly research. We propose a set of principles for selecting measures of performance in sales and present a framework that extends current conceptualizations of effectiveness and efficiency by incorporating a third dimension, competency, that also needs to be measured. [ABSTRACT FROM AUTHOR]

Introduction: Evaluating employee performance is important for organisational success however, limited research exists across the allied health workforce. Objective: This study investigated allied health clinician and manager experiences and perceptions of the appropriateness of the performance and development (PAD) framework. Design: A mixed methods design with purposive sampling was conducted in a medium size hospital and health service in regional Queensland to investigate the appropriateness of the PAD framework. A 29 item online survey collected likert scale and open ended responses. Identified respondents also completed a semi‐structured interview. Aggregated satisfaction scores identifying PAD alignment, processes, education, resources and perceptions were analysed to identify organisational PAD appropriateness. Themes from interviews provided concurrent experiential data. Findings: Eighty‐five respondents completed the online survey and 20 interviews were conducted. A Chi‐Square Goodness of Fit test revealed a significant (p < 0.05) clinician (n = 75) response of moderate dissatisfaction (36%) for the PAD framework, while managers (n = 10) were neither dissatisfied nor satisfied (50%) or moderately satisfied (40%). Clinician aggregated agreement responses were significantly (p < 0.05) higher for PAD alignment (45%), processes (63%), education (49%) and lower for feedback (33%) and resources (28%). Manager aggregated agreement responses were high for PAD alignment (85%), processes (55%), education (57%), feedback (65%) and perceptions (50%). Interviews (n = 20) revealed three themes: uncertainty around PAD framework; expectations for experienced leadership and importance of discipline specific knowledge. Discussion: This study draws on both clinician and manager input to assess the overall PAD framework with responses favouring clinician dissatisfaction to the current process. Conclusion: The PAD framework is valuable for staff development when there is positive rapport and discipline alignment between both clinician and manager. Successful staff appraisals require efficient and appropriate documentation that promotes individual development, clinical performance and organisational priorities. [ABSTRACT FROM AUTHOR]

Since the 90s the need to develop Performance Measurement Systems and Performance Management Practices (PMM) in public organisations has been highlighted, however, the contingency factors influencing PMM still lack a deep understanding. To contribute to filling this research gap, the paper aims to investigate the influence of leadership style and organisational culture on the PMM-sustaining performance of an Italian justice court through a longitudinal case study. In the investigated case, firstly, the shift from passive avoidant to transactional leadership style supports the implementation of a performance measurement system (PMS). Then, the further change from transactional to transformational leadership favours the development of achievement culture and the development of participative performance management practices. This paper identifies a theoretical framework on how leadership styles and organisational culture interplay with the PMM evolutionary path, and some key practical determinants for driving the efficient implementation of PMM in justice courts. [ABSTRACT FROM AUTHOR]

We outline the management performance measures (MPMs)' boundaries based on the upcoming introduction of MPM's definition to International Financial Reporting Standards (IFRS). The literature investigates business performance measures concentrating on managers' needs, while IFRS aims to provide financial information to external users who provide resources to the entity. This indicates a gap between how performance metrics have been investigated so far and how IFRS will adopt them. We used analysis of the exposure draft of the planned standard together with working materials developed in the consultation process. Further, a case study is presented. Results show that the scope of MPM to be introduced to IFRS is limited compared to the broad spectrum of performance measures presented in the literature. We contribute by showing the avenues for future performance measures research using signalling and agency theory and by indicating the limited scope of MPMs and thus bound prospects for using them for a full assessment of the entity's performance. [ABSTRACT FROM AUTHOR]

Firms increasingly establish digital industrial platforms to cope with the adaption of the industrial internet of things (IIoT) paradigm. The tremendous success of digital platforms in many platform-mediated industries can be traced back to the ignition of network externalities. However, the impact of network externalities is still under discussion in the IIoT domain, and their measurement remains a challenge for platform companies. This paper outlines how network effects were measured in the existing research, deriving three dimensions of network effects for IIoT: (1) ecosystem utility, (2) complementarity, and (3) compatibility. This conceptualization is further used in an empirical study with practitioners from digital industrial platform organizations to enable performance measurement of network effects in IIoT by developing 20 key performance indicators (KPIs). Based on the empirical study results, this paper proposes a framework for balanced platform management. Utilizing the goals of a balanced scorecard, the framework emphasizes the trade-off between the contradicting perspectives on costly network effect simulation and platform earnings that platform managers need to balance. The KPI portfolio can support platform managers in implementing the framework. [ABSTRACT FROM AUTHOR]

Although many studies state the benefits of performance management systems within the sport sector, there has been little research regarding the practical application and suitability of these systems. This study aims to answer this gap by analyzing national sport organizations' performance management models and practices. A qualitative analysis of 32 Scottish national sport organizations' strategic plans has been undertaken followed up by four interviews of governing body's representatives and one focus group including eight participants within the Scottish sport system. Ten common performance dimensions, twenty strategic objectives and forty-two key performance indicators were identified. Findings show that the performance management practices of Scottish national sport organizations were affected by institutional pressures, making the use of performance management systems an institutionalized practice. Though, national sport organizations showed pragmatic autonomy by ordinating their behaviors and practices for their own organizational gain, taking advantage of their dependent position when opportunities present themselves such as securing funding. [ABSTRACT FROM AUTHOR]

Purpose: This research aims to review relevant documentation on performance measurement in aircraft maintenance. The approaches and models used to measure and manage aircraft maintenance performance in civilian and military contexts are classified and examined during this process. Based on the results of this study, future directions and research topics are identified. Design/methodology/approach: The review included an initial database of 200 publications published over the past 20 years. Published work included contributions from institutions, companies, and scholars. Findings: The present literature review showed the distribution of themes related to measuring and improving of aviation maintenance performance. These areas and themes cover the perspectives of the customer, technicians and managers and range from the effective management of material resources, the contribution of mathematical models and the help of information systems, and finally, the involvement of the human factor. Thus, given this documentary base, a conceptual framework, which retraces the different operational and organizational facets of the evolution of maintenance performance management, is presented. Research limitations/implications: Based on the results obtained, the measurement of performance in aeronautical maintenance requires more research and the development of theoretical models. Practical implications: Findings from this investigation have relevant implications for aircraft maintenance. In this context, it is essential to understand the different approaches to "performance measurement" and management used in airlines and maintenance centers. Originality/value: Given the competitiveness of the aviation sector, it is important to understand the types and scope of different approaches and models used to manage and measure aeronautical maintenance performance in civilian and military operational contexts. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to address the current gap in knowledge of indirect procurement performance management. It attempts to argue the need for a specific and tailored performance management approach for the indirect procurement function that incorporates a balanced approach, beyond financial measures. Design/methodology/approach: The case study approach evaluated key performance indicators from a balanced scorecard (BSC) perspective in the development of a performance measurement system (PMS) for a Middle Eastern university's indirect procurement division. It initially reviewed the literature to assess potential indicators for this context. It used vision and mission statement analysis alongside expert interviews to augment the literature. The candidate indicators were then evaluated and ranked by an expert panel through applying a four-round Delphi technique. Findings: Twenty-nine procurement-specific indicators are suggested in a BSC framework. The five highest-ranked indicators were not in the financial perspective unlike other BSC studies in the broader field of supply chain management (SCM). Practical implications: The study suggests a framework and indicators for a procurement PMS for practitioners to consider. It also highlights there is no one-size-fits-all and that organisations need to tailor PM to the organisation and divisional strategy and operational needs. This study aids the development of guidelines for executives and procurement management that wish to develop indicators and a PMS. Originality/value: This study contributes to knowledge by partly addressing the under-researched field of indirect procurement PM. The literature suggested that various roles in SCM require specific PM indicators. This study puts forward a BSC framework with 29 indicators specifically for indirect procurement. Fourteen of these indicators were derived from non-literature sources. This study enhances knowledge and contributes to the limited debate and evidence on indirect procurement PM and the broader PM literature. [ABSTRACT FROM AUTHOR]

Background: Performance Measurement and Management (PMM) systems are levers that support key management functions in health care systems. Just like many low- and middle-income countries (LMICs), Malawi strives to improve performance via evidence-based decision making and a suitable performance culture. Aim: This study sought to describe PMM practices at all levels of primary health care (PHC) in Malawi. Setting: This study targeted three levels of PHC, namely the district health centres (DHCs), the zones, and the ministry headquarters. Methods: This was a qualitative exploratory research study where decision-makers at each level of PHC were engaged using key-informant interviews (KII) and focus group discussions (FGDs). Results: We found that there is a weak link among levels of PHC in supporting PMM practices leading to poor dissemination of priorities and goals. There is also failure to appropriately institute good PMM practices, and the use of performance information was found to be limited among decision-makers. Conclusion: Though PMM is acknowledged to be key in supporting health service delivery systems, Malawi’s PHC system has not fully embarked on making this a priority. Some challenges include unsupportive culture and inadequate capacity for PMM. Contribution: This study contributes to the understanding of the PMM processes in Malawi and further highlights the salient challenges in the use of information for performance management. While the presence of policies on PMM is acknowledged, implementation studies that deal with challenges are urgent and imperative.

AbstractSeveral studies with quantitative, qualitative or theoretical approaches have been carried out, focusing on the application of the Balanced Scorecard (BSC) in the educational sector. However, despite the literature on the subject, it is difficult to draw an overview of the use of the BSC in this sector. In order to fill this gap, our research carried out a systematic literature review (SLR) on the BSC methodology implemented in the educational sector. The Web of Science and Scopus databases are used as a source of article collection. A bibliometric analysis was performed using 65 articles extracted from these databases. The results suggest that the most discussed topics within the study are: 1) the diversity of the BSC in the education sector; 2) strategic management with the BSC; 3) statistical methods to manage the BSC and 4) the strategy map of the BSC. The qualitative approach was dominant in the analysed studies, but the reasonable number of studies with quantitative approaches is worth attention. The study contributes to the literature by reviewing prominent cited references and documents that cited them and the results provide the landscapes and research gaps for the main lines of research for further development.

Successful interorganizational governance requires practices that reduce information asymmetry between supply chain partners and foster collaborative activities. We study one potential practice—suppliers aligning their performance measurement systems with their largest customer's performance priorities. Using survey data collected from face-to-face interviews with executives from over 1,000 electronic components suppliers, we find that suppliers with greater customer-supplier information asymmetry and higher partner interdependence have performance measurement systems that align more with their largest customer's performance priorities. These results are particularly apparent when the exchange involves complex components and when the largest customer represents a greater proportion of supplier sales, suggesting that performance measurement system alignment is of greater value in such situations. We conclude that the performance priorities of large customers play a role in shaping suppliers' management control systems. [ABSTRACT FROM AUTHOR]

This study aimed to show the effect of incentive a major argument has been made about the application of performance management in the public sector. In addition to improving accountability, performance management has been widely promoted as a useful management tool that can improve organizational performance. This chapter reviews the literature on performance management in the public sector and pays particular attention to empirical research on performance management practices in the ministry of local administration case- study of Jordan. The number of the employees is (385). A random sample was selected that consisted of (100) employees working in the analytical descriptive method in treating the study topic the study showed that different types of incentives influence the job stabilization process, which in turn influences job performance. The study recommends the need to encourage collaboration through department-level incentives, and collective incentives should be evenly distributed among employees, regardless of performance. The results of the review suggest that the promise of performance-enhancing effectiveness of performance management in the public sector remains illusory until public managers are able to effectively address the various challenges, especially non-technical ones, associated with their implementation. [ABSTRACT FROM AUTHOR]

As well as social and cultural life, commercial life has also been affected by the industrial revolutions. Because the structures of enterprises have changed how their performance is evaluated, have indispensably changed. In today's brutally competitive environment, it is of great importance that enterprises constantly assess their performance so that they can maintain their existence firstly and achieve sustainable competitive advantage. Due to the current importance of the topic in this study, it was examined how the field of organizational performance has developed in the Industry 4.0 period. The purpose of this study is to reveal whether Industry 4.0 and the field of organizational performance show parallelism in terms of evolution. This parallelism was examined in terms of use of the artificial intelligence techniques in organizational performance evaluation methods. Therefore, available literature related the topic was reviewed by way of the Systematic Literature Review (SLR) protocol developed by Boell and Cecez-Kecmanovic [6] and the traditional literature review method. As a result of the research, it was seen that the field of organizational performancehas not developed in parallel with Industry 4.0 until now.

Performance is a current and expanding topic, debated by both academic researchers and practitioners, being a complex concept that can be defined from several perspectives. In this article, the concept of performance is analysed in general and in particular in the university environment. We find that the concept of performance has undergone an impressive evolution in recent decades, because in the beginning, the definitions attributed to performance referred only to financial indicators, but over time, non-financial indicators were taken into account, which proved to be indispensable for the proper functioning of the organization, but especially for higher education institutions. Thus, performance measurement uses specific indicators to differentiate and compare universities, either in terms of study programs or the university as a whole, or for funding (Ministry of Education and Research) or for accreditation and quality assurance. In the article we refer to the performance indicators for the financial stimulation of public universities, which operate under conditions of financial autonomy in the Republic of Moldova. The proposed performance measurement system for the Moldovan universities is a new one, in the making and is being used for two years. A comparative analysis of some indicators is performed. The purpose of this article is to study the essence of the performance in the university environment notion and the methods of measuring performance based on the scientific literature in the field and normative acts. We also analyzed how the performance of universities in the Republic of Moldova is measured and what are the possibilities for improvement.

Abstract Background Health systems are increasingly implementing policy-driven programs to incentivize performance using contracts, scorecards, rankings, rewards, and penalties. Studies of these “Performance Management” (PM) programs have identified unintended negative consequences. However, no single comprehensive typology of the negative and positive unintended consequences of PM in healthcare exists and most studies of unintended consequences were conducted in England or the United States. The aims of this study were: (1) To develop a comprehensive typology of unintended consequences of PM in healthcare, and (2) To describe multiple stakeholder perspectives of the unintended consequences of PM in cancer and renal care in Ontario, Canada. Methods We conducted a rapid review of unintended consequences of PM in healthcare (n = 41 papers) to develop a typology of unintended consequences. We then conducted a secondary analysis of data from a qualitative study involving semi-structured interviews with 147 participants involved with or impacted by a PM system used to oversee 40 care delivery networks in Ontario, Canada. Participants included administrators and clinical leads from the networks and the government agency managing the PM system. We undertook a hybrid inductive and deductive coding approach using the typology we developed from the rapid review. Results We present a comprehensive typology of 48 negative and positive unintended consequences of PM in healthcare, including five novel unintended consequences not previously identified or well-described in the literature. The typology is organized into two broad categories: unintended consequences on (1) organizations and providers and on (2) patients and patient care. The most common unintended consequences of PM identified in the literature were measure fixation, tunnel vision, and misrepresentation or gaming, while those most prominent in the qualitative data were administrative burden, insensitivity, reduced morale, and systemic dysfunction. We also found that unintended consequences of PM are often mutually reinforcing. Conclusions Our comprehensive typology provides a common language for discourse on unintended consequences and supports systematic, comparable analyses of unintended consequences across PM regimes and healthcare systems. Healthcare policymakers and managers can use the results of this study to inform the (re-)design and implementation of evidence-informed PM programs.

• The benefits of safety performance measurement are scrutinized. • Empirical data comprises 270 survey responses from five industrial companies. • Performance measures may benefit directly the managers of safety. • Commitment of employees facilitates the benefits of safety performance measurement. • Performance information use is specifically important for employee safety performance. Introduction: Safety management is widely seen as a key contributor to occupational health and safety (OHS) performance. Performance measurement is an important tool for management in reaching its goals. Safety performance measurement has gained increasing attention in the literature. However, little is known so far of the path towards successful safety performance measurement resulting in better OHS performance. Methods: This study analyzes the maturity of safety performance measurement in relation to OHS performance and the role of employee commitment and practices of using performance information in facilitating the performance benefits. The empirical data were gathered with a survey that received 270 responses from five industrial organizations. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data obtained. Results: It is found that commitment to performance measurement is the strongest explaining factor of both supervisor and employee OHS performance, while the maturity of performance measurement has a direct effect on supervisor safety performance only. Practical Applications: The results show how safety performance measurement can be implemented to derive the potential benefits. While managers may benefit directly from advanced performance measures, the wider performance benefits among employees materialize only by using performance measurement properly and committing employees to it. [ABSTRACT FROM AUTHOR]

This paper maps 20 years of survey research on performance measurement (PM) practices in public sector organizations. Cumulative findings from the discipline of accounting enhance the understanding of public sector PM and its antecedents and effects. Four maps are presented that visualize the relationships among key variables from prior research in four empirical settings: government, health, education, and other domains. Furthermore, this review distinguishes between individual‐level and organization‐level effects of PM, and includes reflections on the appreciation of PM by public sector employees. The findings highlight that PM use and attributes such as fairness, subjectivity, and clarity significantly impact the outcomes yielded by PM systems. This paper contributes by synthesizing prior research on public sector PM and by identifying research gaps, areas of debate, and avenues for future research. In addition, findings from this review have the potential to add nuance to the sometimes‐polarized debate on the acclaimed "benefits" and "costs" of PM in the public sector. [ABSTRACT FROM AUTHOR]