Role of pay-for-performance in a hospital performance measurement system: a multiple case study in Iran

The literature on organizational change identifies readiness as an important factor for understanding the outcome of implementation. In the context of implementing a performance measurement system (PMS) in a rehabilitation hospital, we conducted a case study to gain an in-depth understanding of the factors that might impede or facilitate readiness to use a PMS. Two data sources were used: key informant interviews with healthcare executives and official organizational documents. Our results indicate that healthcare executives’ readiness for a PMS was high. This state of readiness is influenced by 12 factors that were classified into three main themes: (1) adopters’ attributes, (2) PMS attributes, and (3) organizational attributes. These results are consistent with change management theory as well as the findings of recent empirical research. In the context of implementing a PMS, a readiness assessment can help identify organizational strengths and weaknesses so that strategies necessary for successful implementation can be developed.

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The relationship regulator: a buyer-supplier collaborative performance measurement system

International Journal of Operations & Production Management ◽

10.1108/ijopm-10-2016-0595 ◽

2018 ◽

Vol 38 (11) ◽

pp. 2022-2039 ◽

Cited By ~ 11

Author(s):

Vieri Maestrini ◽

Veronica Martinez ◽

Andy Neely ◽

Davide Luzzini ◽

Federico Caniato ◽

...

Keyword(s):

Performance Measurement ◽

Measurement System ◽

Performance Measurement System ◽

Adoption Process ◽

Content Type ◽

Measurement Framework ◽

Relationship Performance ◽

The Relationship

Purpose The purpose of this paper is to propose an innovative buyer-supplier performance measurement system (PMS) (called relationship regulator – RelReg), aimed at stimulating collaboration on mutual performance. The RelReg is described all throughout the phases of its lifecycle: first, design features and visual representation of the new measurement framework are reported; second, guidelines on how to implement, use and review the system are provided, highlighting the role of the buyer and the supplier at each step. Design/methodology/approach A theory building and testing approach is applied. The RelReg developed features primarily ground on previous scientific contributions matched with empirical evidence collected through case studies, workshops and focus groups. The resulting conceptual model is then validated through a dyadic buyer-supplier case study. Findings Two conceptual frameworks are provided: the RelReg dashboard – a multidimensional PMS; and the RelReg lifecycle – set of activities to be performed by both the buyer and the supplier all along the adoption process. Moreover, empirical insights on relevant issues to be considered when adopting the RelReg are reported. Originality/value The RelReg represents an innovative and smart tool, allowing buyer-supplier dyads to collaborate on relationship performance.

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The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Employee Relations ◽

10.1108/er-03-2020-0101 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Cited By ~ 2

Author(s):

Alberto Sardi ◽

Enrico Sorano ◽

Patrizia Garengo ◽

Alberto Ferraris

Keyword(s):

Performance Measurement ◽

Management System ◽

Multiple Case Study ◽

Management Systems ◽

Organisational Performance ◽

Content Type ◽

Multiple Case ◽

The Creation

PurposeLiterature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.Design/methodology/approachThrough a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.FindingsIn designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.Research limitations/implicationsThe research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.Originality/valueThis paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.

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Role of the Coach: How Model Youth Team Sport Coaches Frame Their Roles

The Sport Psychologist ◽

10.1123/tsp.18.1.21 ◽

2004 ◽

Vol 18 (1) ◽

pp. 21-43 ◽

Cited By ~ 59

Author(s):

Wade D. Gilbert ◽

Pierre Trudel

Keyword(s):

Environmental Conditions ◽

Belief System ◽

Multiple Case Study ◽

Youth Sport ◽

Team Sport ◽

System A ◽

Multiple Case ◽

Sport Coaches

Similar to a belief system, a role frame acts as a perceptual filter that influences how practitioners define their professional responsibilities (Schön, 1983). The purpose of this article is to present the role frame components of model youth team sport coaches. The results are based on a two-year multiple-case study with six coaches. On average, the coaches’ role frame comprised two boundary components and nine internal components. Boundary components are objective environmental conditions that can influence an individual’s approach to coaching. Internal role frame components are personal views a coach holds regarding youth sport coaching. A discussion of how role frames can be examined and used by researchers, coaches, and coach educators is provided.

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