A conceptual framework to measure facilities management performance

Amaratunga, Rdg; Baldry, David

doi:10.1108/02637470310478909

Cited by 91 publications

(81 citation statements)

References 26 publications

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“…Amaratunga and Baldry (2003) argued that a performance measurement system may contribute to better goal attainment by an organization. It had been widely accepted that measurement could contribute to more effective control through giving insights.…”

Section: Control and Measurement System And Corporate Performancementioning

confidence: 99%

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Restructuring and Sustainability-Corporate Strategy of Commercial Bank in Thailand: A Siam Commercial Bank

2012

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This article presents a case study of the Siam Commercial Bank (SCB) by investigating why and how SCB implemented organizational restructuring during the uncertain economic environment, and gives an overview of the Thai commercial bank industry. This article presents and discusses SCB's strategy implementation in its organization during 1997-2010. This case study is aimed to provide some guidelines for other companies in developing and in choosing strategies for their business sustainability in the global change, and in choosing the implementation of their organization structure for competitive markets.

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Section: Control and Measurement System And Corporate Performancementioning

confidence: 99%

“…The economic growth in 2003-2006. During 2003-2006, the Thai economy continued to grow by an average of 5.65 percent.…”

Section: The Finding Of Scb's Strategies Of Business Sustainabilitymentioning

confidence: 99%

Restructuring and Sustainability-Corporate Strategy of Commercial Bank in Thailand: A Siam Commercial Bank

2012

CBR

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“…Recently, performance measurement has become a very popular topic discussed and researched in many fields [33]. Amaratunga & Baldry [34] describe performance measurement as a "process of assessing progress towards achieving pre-determined goals, including information on the efficiency by which resources are transformed into goods and services, the quality of these outputs and outcomes, and the effectiveness of organisational objectives". The basic foundations of performance measurement as noted by Sapri & Pitt [32] are quantifications of elements and processes, which have an impact on organizational objectives, management control and evaluation.…”

Section: 3mentioning

confidence: 99%

“…Facilities performance measurement techniques such as the Post Occupancy Evaluation, the BIFM measurement protocol, Hierarchical system of performance indicators, input versus output based performance measurement focus primarily on either technical or financial aspects of facilities performance [44], and do not indicate the contribution made to the organization's strategic results [45]. Amaratunga and Baldry [34] suggested the application of the Balanced Scorecard approach to facilities management performance measurement. The application of the Balanced Scorecard as an appropriate facilities performance measurement model is in an attempt to overcome the deficiencies of traditional performance management models which have been heavily criticized for relying only on financial indicators.…”

Section: 3mentioning

confidence: 99%

A review of sustainable facilities management knowledge and practice

2016

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Abstract. Sustainability is seen as a far-reaching issue now, and one which the facilities management [FM] profession cannot overlook. This paper explores current sustainable facilities management [SFM] knowledge and practice with specific focus on performance as part of a research focus toward proposing a sustainable FM performance management framework for sustainable healthcare waste management in Malaysia. This paper utilized a review of extant literature on the subject of SFM, FM performance and FM development in Malaysia as source of information. Findings reflect the increasing recognition of the need for the strategic FM function, and how facilities managers are best positioned to drive organizations' sustainability agendas. In Malaysian context, this recognition is barely evident as findings show FM practice is still immature and predominantly operational. Unlike developed FM markets, FM relevance in Malaysia is being driven by the public sector. Also findings show a disharmony between organizations' sustainability priority areas and the responsibilities for facilities managers to execute them where the sustainability policy of organizations prioritize one FM service and the facilities managers' responsibilities prioritize another. As most of SFM implementation is driven by legislation this seems to strengthen the position that, organizations continue to view support services as non-value-adding, as unavoidable liabilities. The implication of this is the pressure on the FM function to continually express its strategic relevance to organizations by tangible value-adding performance output. This creates a new perspective to measuring and managing facilities performance. This paper therefore elevates the importance of FM performance management in SFM context taking into account the peculiar position of the facilities manager. This is seen as a way forward for FM to better express its value to the organization .

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“…Building performance has been defined in BS 5240 as "behaviour of a product in use" [7], [19]. It is also described as a process of assessing progress towards achieving goods and services efficiency, quality of building outputs and effectiveness of building operations [20]. This refers to the comprehensive features of a building, including structural, architectural, surroundings, environmental issues and building services.…”

Section: Introductionmentioning

confidence: 99%

Analytical Hierarchy Process for Developing a Building Performance-Risk Rating Tool

2016

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Abstract. The need to optimize the performance of buildings has increased consequently due to the expansive supply of facilities in higher education building (HEB). Proper performance assessment as a proactive measure may help university building in achieving performance optimization. However, the current maintenance programs or performance evaluation in the HEB is a systemic and cyclic process where maintenance is considered as an operational issue and not as opposed to a strategic issue. Hence, this paper proposed a Building Performance Risk Rating Tool (BPRT) as an improved measure for building performance evaluation by addressing the users' risk in health and safety aspects. The BPRT is developed from the result of a rating index using the Analytical Hierarchy Process (AHP) method. 12 facilities management (FM) experts and practitioners were involved in the rating process. The subjective weightings are analysed using the AHP computer software, the Expert Choice 11. The establishment of the BPRT was introduced as an aid of improvement towards the current performance assessment of HEB by emerging the concept of building performance and risk into a numerical strategic approach

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A conceptual framework to measure facilities management performance

Cited by 91 publications

References 26 publications

Restructuring and Sustainability-Corporate Strategy of Commercial Bank in Thailand: A Siam Commercial Bank

Restructuring and Sustainability-Corporate Strategy of Commercial Bank in Thailand: A Siam Commercial Bank

A review of sustainable facilities management knowledge and practice

Analytical Hierarchy Process for Developing a Building Performance-Risk Rating Tool

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