Holistic performance management: an integrated framework

Abstract

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.

Performance Measurement Systems for Craft-Oriented Small Enterprises

“…It is also important to put existing systems into an overall framework, and develop it together with additional new modules, when implementing new PMS. Occasionally generation of new systems without foundation and inter-linkage to overall system, should not be allowed [19]. Two drivers and four blockers can influence the success or failure of the implementation.…”

Strategic Performance Management and creative industry

“…SPM has become in recent years an important vehicle for business management that is used in numerous ways (Kaplan and Norton, 1996b;Chow et al, 1998;Zairi and Jarrar, 2000;Niven, 2002;Andersen et al, 2006). For instance, to perform health checks throughout organizations; to clarify and translate vision into operational strategy; to communicate and link strategic objectives 1 Daniels (1999) and business measures; to set targets and align subsequent strategic initiatives; to enhance strategic feedback and learning; to monitor the overall performance of the organization; to set strategic direction and use measurements to ensure adherence to this direction; to use performance levels to conduct detailed operational planning of activities and processes; to develop cost estimates for products and services based on past performance history; to base production planning on up-to-date performance data; to establish early warning through monitoring of key indicators; to influence and alter employee behaviour to promote desired changes; to establish incentives through focusing on specific performance indicators and using performance data as basis for bonuses and rewards; to improve project evaluations; to use performance data as a communication tool for providing feedback; and to check the effectiveness of past decisions and plans.…”

“…They cannot always manage change, but they can manage actions to deal with that change. They therefore have to be able to execute the following general tasks (Neely, 1997;Brooks and Weatherston, 2000):• analyze how economic and social changes affect their businesses now and in the future;• anticipate the rapidly changing circumstances within the industry or region and manage these changes; • build a capacity for continuous adaptation of their organizations in order to achieve sustained high performance;• translate strategy into action at each level within the organization in order to bring the business strategy to successful life;• focus on 'doing the right things right' which implies that the link between information and successful management action in the business environment is essential;• maximize the organizational members' contribution and commitment of employees to implement the successful strategy;• be aware of the antecedents that are available to help them manage their businesses most effectively 1 ;• have the right information at the right time to make the best decisions and take the best actions; • see to it that strategic goals are met, by using as monitoring methods such as CSFs and KPIs.SPM has become in recent years an important vehicle for business management that is used in numerous ways (Kaplan and Norton, 1996b;Chow et al, 1998;Zairi and Jarrar, 2000; Niven, 2002;Andersen et al, 2006). For instance, to perform health checks throughout organizations; to clarify and translate vision into operational strategy; to communicate and link strategic objectives 1 Daniels (1999) describes an antecedent to be "a person, place, thing or event coming before behaviour, which encourages organizations to perform or behave the way they do.…”

“…SPM has become in recent years an important vehicle for business management that is used in numerous ways (Kaplan and Norton, 1996b;Chow et al, 1998;Zairi and Jarrar, 2000; Niven, 2002;Andersen et al, 2006). For instance, to perform health checks throughout organizations; to clarify and translate vision into operational strategy; to communicate and link strategic objectives 1 Daniels (1999) describes an antecedent to be "a person, place, thing or event coming before behaviour, which encourages organizations to perform or behave the way they do.…”

Measuring the Intangible Aspects of the Manufacturing Strategy – A Case Study from the Automotive Industry

“…Even though new management concepts often have been abandoned before they are allowed to fully prove their relevance we have seen that each new concept has brought new elements to the table [5]. These elements put into a more coherent and holistic context could be regarded as paradigms [6].…”