Assessing Organizational Effectiveness: The Role of Performance Measures

Matthews, Joseph R.

doi:10.1086/657447

Cited by 38 publications

(34 citation statements)

References 19 publications

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“…However, DeLib's experience also validates Matthews' concern about the challenges of identifying meaningful indicators (Matthews, 2011), a challenge which was also reported by Taylor and Heath (2012) and noted by Poll (2008). Libraries have a long history of identifying input/output measures, which needs to change to meaningful performance indicators to allow libraries to demonstrate their value and role in academic programs and student learning.…”

Section: Discussionmentioning

confidence: 59%

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Aligning planning with outcomes

Sayed

2013

Performance Measurement and Metrics

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Purpose -This paper aims to describe the process of identifying, applying and assessing the balanced scorecard model on a five-year, strategic plan in an academic, medical library two years into the five-year period. The existing strategic plan consisted of eight inter-connected pathways with multiple goals and objectives, generating a high volume of data, which made it difficult to track the implementation of the plan. Design/methodology/approach -A research query seeking an alternative to the current strategic plan framework was developed and researched. This process identified the balanced scorecard as a possible successful alternative to the eight inter-connected pathways in place. After the application of the balanced scorecard, a second query, with assessment criteria, was developed to determine if the balanced scorecard did, in fact, provide a better framework than the original plan. Findings -The balanced scorecard restructured the eight pathways into four perspectives to create an aligned, cause-and-effect strategy. The original plan had too many themes to manage and lacked a cohesive strategy. Performance measures proved more meaningful and manageable in measuring the success of the strategic plan than the high volume of project management data. It was concluded that the balanced scorecard met the assessment criteria as a better framework for the strategic plan. Practical implications -Aligning goals and objectives to form strategy simplified the implementation of the strategic plan. Performance measures focus on the performance of the organization, creating a process of continuous improvement. Originality/value -While the balanced scorecard has been applied in academic libraries, this project successfully applied the model on a strategic plan two years after its implementation.

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Section: Discussionmentioning

confidence: 59%

“…The data generated by the strategic planning efforts should be logically tied to strategic projects and measure their performance (Matthews, 2011). The high volume of data generated from the eight original pathways lacked focus on performance or impact, which the BSC helped align and bring into focus.…”

Section: Discussionmentioning

confidence: 99%

Aligning planning with outcomes

Sayed

2013

Performance Measurement and Metrics

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“…However, most authors argue that a multidimensional approach is most appropriate since it captures a wider scope of organisational elements and presents a more accurate view of organisational effectiveness (Matthews 2011, Giti and Suhaida 2012, Selden and Sowa 2015.…”

Section: African Contextmentioning

confidence: 99%

Group-Tacit Knowledge and Organisational Effectiveness: Analysis of Effects Using a Mixed Method Approach

Ibidunni

Olokundun

Motilewa

et al. 2018

Business: Theory and Practice

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and being under the tutelage of experts. This implies that group-tacit knowledge reflects in the experiences shared on the job and the expertise that arises by reason of learning subtle skills and know-hows that are not common to most members of a profession and, indeed, the organisation.According to Li, Chang, Chen and Jiang (2010) grouptacit knowledge has the advantage of enhancing the effectiveness of organisational members' ability to forecast events relating to their operations. This is because, leveraging on experience and leveraging on collective knowledge sharing they are able to predict future events and thus, ensure effective strategic planning. This view therefore, emphasizes the fact that organisational effectiveness basically resides Abstract. Considering that most part of organisational operations depend on group effectiveness, yet there is scarcely any empirical study on the interactions between group-tacit knowledge and organisational effectiveness. In order to overcome this gap, this study involves a survey of 230 managers and other administrative & technical employees of the four major firm in the Global System for Mobile Communication (GSM) sub-market of Nigeria's telecommunications industry. Data was gathered using a mixed method research approach. Correlation, Regression, Analysis of Variance (ANOVA) statistics and thematic analysis was carried out as means of testing the hypothesis for this research study. The findings showed that firms need to focus keenly on ideas of employees that are shared during conferences, team leaders' mentoring role, collective reasoning over task and constantly hold strategic meetings that probe into developments arising in each functional unit of the organisation. These factors are shown to have a strong influence on organisational effectiveness.

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“…The debates in organizational theory about organizational effectiveness have been started a while ago (Georgopoulos & Tannenbaum, 1957;Mahoney & Weitzel, 1969;Steers, 1975;Campbell, 1977) and they are still relevant (Matthews, 2011). The debates about the essence of effectiveness of the development of organization were presented in detailed review of (Astley & Van de Ven, 1983), where six main areas of discussions were: System versus Individual Action; Adaptation versus Selection Debates; Environmental Constraints versus Strategic Choice; "Natural" versus "Social" Environment discussion; Individual versus Collective Actions Organizational Behavior and Organization versus Institution Debates.…”

Section: Models Of Microeconomic Stabilization: Theoretical Frameworkmentioning

confidence: 99%

Stabilization Pentagon Model: application in the management at macro- and micro-levels

Lyulyov

Shvindina

2017

Problems and Perspectives in Management

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AUTHORSOleksii Lyulyov https://orcid.org/0000-0002-4865-7306 Hanna Shvindina ARTICLE INFOOleksii Lyulyov and Hanna Shvindina (2017) AbstractThe problem of instability of industries, clusters and states influences the countries' economies. Unavoidable changes became an attribute of the strategic planning at every level. As a result, an effective tool is needed to evaluate stability at different levels in such a way that will make it possible to manage the changes. In this paper the concept of Macroeconomic Stabilization Pentagon (MSP) was analyzed for its applicability for the EU countries of low-an-middle-income economies including Ukraine. The data analysis brought new understanding of the assessment of the public policies' effectiveness. The model has proven its efficiency not just in the sphere of public administration, but also for the micro level management. The authors proposed the Microeconomic Stabilization Pentagon to be implemented in the research at the level of enterprises.

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Assessing Organizational Effectiveness: The Role of Performance Measures

Cited by 38 publications

References 19 publications

Aligning planning with outcomes

Aligning planning with outcomes

Group-Tacit Knowledge and Organisational Effectiveness: Analysis of Effects Using a Mixed Method Approach

Stabilization Pentagon Model: application in the management at macro- and micro-levels

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