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Purpose -The work presented aimed at developing an integrated framework for holistic performance management. Design/methodology/approach -The research was carried out using an action research approach. A case study was used as the basis for developing a pilot framework for performance management, involving both employees in the case organization and researchers. The research is based on theoretical contributions within performance management, total quality management, and trend analysis. Findings -A generic holistic performance management framework is outlined, encompassing diverse areas that need to play together and reinforce each other to give full effect to an organization. The main focus is a case study of a bank office, where a tailored version of the performance management framework was developed to give a setting where all these elements now are harmonized and work together.Research limitations/implications -The framework must be viewed as a pilot that should be further tested in other types of industries/organizations to verify its validity on a broader basis. Originality/value -The generic framework for integrated performance management is novel and seems suitable for adaptation to many different industries and types of organization and can function as a guideline to avoiding launching concepts and programs that ultimately do not cancel each other out as their inter-linkages have not been understood.

PurposeThe purpose of this paper is to explore the range of benchmarking applications that can be used in a principal‐agent relationship setting often found in the public sector.Design/methodology/approachCollection and critical analysis of secondary data from relevant publications addressing applications of benchmarking in the public sector. Extraction of knowledge from several research projects where the authors have been involved in studying and developing benchmarking approaches for different public sector organizations. Induction of new theory about the use of benchmarking in principal‐agent relationships in the public sector, grounded through empirical evidence from case studies.FindingsA number of new approaches to benchmarking in the public sector have been identified and described, some of which are already used in real life cases, others which need further development before being implemented. All of these can introduce benefits to both principals and agents involved in such benchmarking efforts.Research limitations/implicationsThe paper explores benchmarking applications that are almost exclusively relevant in a public sector setting, although some of them might be adapted to certain private sector conditions.Originality/valueWhereas most work on benchmarking in the public sector tend to view only improvement‐oriented, voluntary benchmarking as relevant and useful, this paper demonstrates how many different imposed benchmarking schemes with other purposes can be useful.