Logistics performance management in action within a humanitarian organization

2009 ◽  
Vol 32 (11) ◽  
pp. 1038-1049 ◽  
Author(s):  
Sabine F. Schulz ◽  
Ian Heigh
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management System ◽  
Success Factors ◽  
Future Perspective ◽  
User Friendliness ◽  
Content Type ◽  
Theoretical Concepts ◽  
Humanitarian Organization ◽  
Design And Testing

PurposeThe purpose of this paper is to share the design and testing procedure of the “Development Indicator Tool” – a tool developed by the International Federation of Red Cross and Red Crescent Societies (IFRC) to guide and monitor the continuous performance improvement of their (regional) logistics unit(s) on a daily basis.Design/methodology/approachThe paper follows a descriptive approach. It starts with a description of the situational background of the IFRC. In a second step, it briefly portrays the theoretical concepts of continuous improvement and of the Balanced Scorecard and highlights the extension of existing literature on performance measurement in general and humanitarian logistics in particular. Next the paper summarizes the objectives of the tool and describes the four development phases as well as the tool design including the dashboard and the selected indicators. It concludes with indications on key success factors, challenges met along the way, expected impact and the future perspective.FindingsThe process of designing and implementing (tools for) a performance measurement and management system can and should be kept simple. Important for the success of the process is the integration of key stakeholders throughout the entire process as well as the simplicity and user‐friendliness of tools and system.Practical implicationsThe provided insights are only a cut‐out of a solution developed for the specific context of one humanitarian organization. But by its simplicity it might encourage other organizations to start or improve their own performance management system.Originality/valueSince conceptual and empirical research on performance management systems in the context of humanitarian operations in general and disaster relief logistics in particular are still limited, design and testing of a concrete indicator tool might contribute to the further investigation of this topic. The paper aids this process.

scholarly journals Evolutionary paths of performance measurement and management system: the longitudinal case study of a leading SME

2020 ◽  
Vol 24 (4) ◽  
pp. 495-510
Author(s):  
Alberto Sardi ◽  
Enrico Sorano ◽  
Alberto Ferraris ◽  
Patrizia Garengo
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management System ◽  
Management Style ◽  
Longitudinal Case Study ◽  
Management Information ◽  
Content Type ◽  
Evolutionary Paths

Purpose The literature highlights the relevance of performance measurement and management system in small and medium enterprises (SMEs) to face the current competitive environment. However, a number of studies investigate how performance measurement and management system is effective for evolving and how contingency factors could influence this change. Newer experiences are sporadic and rarely investigated by researchers and practitioners. The purpose of this study is to identify the feasible evolutionary path of performance measurement and management system in leading SMEs to respond to current business challenges. Furthermore, it aims to contribute to the understanding of the role of key contingency factors influencing this evolution. Design/methodology/approach A longitudinal case study, based on retrospective and real-time investigations, is performed to investigate the primary evolutions of the performance measurement and management system and its key determinants. Findings The findings highlight two evolution paths, increasing the maturity of performance measurement. The first path highlights a strong command and control of performance management; the second path shows a democratic and participative of performance management. Moreover, management information system, organizational culture and management style are highlighted as key contingency factors in the change of performance management. Originality/value The authors contribute to knowledge in performance measurement field, showing how the efforts for developing performance measurement and management system in a leading SME could determine two different evolutionary paths. Furthermore, the paper describes the increasing role of organizational culture, management style and management information system in performance management evolution, as well as the relevance of online chats and social media in performance management activities.

Performance measurement effects on organizational responses to threats

2015 ◽  
Vol 19 (1) ◽  
pp. 24-32 ◽  
Author(s):  
George Huber
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Measurement System ◽  
Management System ◽  
Organization Design ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Content Type ◽  
Management Literature

Purpose – The purpose of this paper is to explain how an organization’s performance measurement system can influence the appropriateness of an organization’s responses to threats. Design/methodology/approach – Inductive and deductive reasoning, drawing on major theories and on empirical findings in the management literature. Findings – An organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats and, in these ways, contribute to the organization’s robustness and sustainability. Practical implications – Formation of an appropriate performance management system can prove critical to both detection of and responses to organizational threats. As such, an organizational performance management system can contribute to organizational robustness and sustainability. Originality/value – The idea, that an organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats, is not articulated in the management literature. Thus, the research reported here is original and would seem to have value to the research community, the organization design community (as an organization’s control systems are an important component of its architecture), and the management community.

Strategic performance management system in uncertain business environment

2018 ◽  
Vol 24 (4) ◽  
pp. 923-942 ◽  
Author(s):  
Mohammad Akhtar ◽  
Sushil Sushil
Keyword(s):  
Performance Management ◽  
Management System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Performance Management System ◽  
Content Type ◽  
Strategic Performance ◽  
Critical Success ◽  
Micro Level

Purpose Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry. Design/methodology/approach Based on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry. Findings The finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness. Research limitations/implications The research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings. Practical implications The validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation. Social implications Though it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives. Originality/value This is an original work carried out by the authors. The validated model along with interpretation is presented.

Investigating design targets for effective performance management system: an application of balance scorecard using QFD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alpana Agarwal
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Function Deployment ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Support ◽  
Balance Scorecard ◽  
Content Type ◽  
Effective Performance

PurposeAn effective performance management must track level of employee engagement, ensure employee feedback on all aspects and ensure that the people act on that information. Also, it must ensure accessibility of essential conditions to perform. Considering the challenges associated with existing performance management system, present study attempts to discover factual expectations from the employees. The paper also establishes required conditions for fulfilling such expectations.Design/methodology/approachPresent study attempts to discover factual expectations from the employees using the Balance Scorecard approach (BSC). Furthermore, using Quality Function Deployment (QFD), relation between employers' expectation and requirements necessary to fulfill such expectations has also been determined.FindingsThe suggested model has been developed as House Of Performance Management (HOPM) outlining potential leveraging points for enhancing the performance, based on which immediate actionable measures for effective and efficient performance management can also been advocated. The HOQ suggested in this paper can be source of reference while developing performance management system for an organization. Besides, it can help the Human Resource team to discover strategic opportunities and set targets.Originality/valueEffective goal setting, pooled with a method to track progress and identify obstacles, contribute to attainment of bottom to top line results. However, designing and implementing such performance management system has been associated with many challenges like lack of top management support, perception of the process as time-consuming, failure to communicate clear and specific goals and expectations, lack of consistency, etc. (Managing employee performance, 2019). Hence most organizations have been increasingly looking for effective ways of assessing employee performance that can promote stakeholders' satisfaction, employee engagement and continuous improvement.

scholarly journals Performance management practices in humanitarian organisations

2020 ◽  
Vol 10 (2) ◽  
pp. 125-168
Author(s):  
Hella Abidi ◽  
Sander de Leeuw ◽  
Wout Dullaert
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Performance Management ◽  
Management Practices ◽  
Empirical Studies ◽  
Supply Chain Performance ◽  
Content Type ◽  
Humanitarian Supply Chains ◽  
Design And Implementation ◽  
Performance Measurement Systems

PurposeWe examine how design and implementation practices for supply chain performance management that have proven successful in commercial organisations apply to humanitarian organisations (HOs) to guide the process of designing and implementing performance management in humanitarian organisations.Design/methodology/approachWe identify from the literature ten successful practices regarding the design and implementation of supply chain performance management in commercial businesses. We apply these, using action research over a four-year period, at Médecins sans Frontières (MSF) Belgium and draw conclusions from this.FindingsWe find that tools and techniques, such as workshops and technical sheets, are essential in designing and implementing supply chain performance measurement projects at HOs. Furthermore, making a link to an IT project is crucial when implementing performance measurement systems at HOs. Overall, our case study shows that performance management practices used in business can be applied and are relevant for humanitarian supply chains.Originality/valuePrevious research has argued that there are few empirical studies in the domain of performance management at humanitarian organisations. To the best of our knowledge, this paper is the first to provide a longitudinal understanding of the design and implementation of supply chain performance measurement at HOs.

Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abiha Zahra ◽  
Geert Bouckaert
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management Systems ◽  
Performance Information ◽  
Institutional Perspective ◽  
Content Type ◽  
Management Framework ◽  
Performance Management Systems ◽  
State Organizations ◽  
And Control

PurposeWith performance as a core theme of public sector reforms, this article explores performance management systems in inter-organizational settings while testing the effect of performance measurement on its use for accountability and control. Using economic neo-institutional perspective in a hierarchical context with turbulent political history, the article investigates the variations in the use of performance information in inter-institutional settings across different legal categories of state organizations.Design/methodology/approachThe performance management framework of Van Dooren et al. (2010) is employed as the basis for this research that explains the link between performance measurement and use. To explore the management of performance in Pakistan, the survey data was collected in 2018; after two democratic governments completed their tenures.FindingsThe research indicated a lower extent of performance measurement and use by the parent ministries in the democratic regimes. This finding adds to the implications of economic institutional theory in a politically turbulent context, where political actors place less emphasis on performance and more emphasis on procedures. It was confirmed that the ministries use the measured performance information for accountability and control on the results, but the moderating role of legal categories in the performance framework did not get confirmation.Originality/valueThe article empirically tests the performance management framework from a Western context in a developing country that has not been discussed frequently in the performance management systems literature.

scholarly journals Interplay between performance measurement and management, employee engagement and performance

2017 ◽  
Vol 37 (9) ◽  
pp. 1207-1228 ◽  
Author(s):  
Marisa Smith ◽  
Umit Sezer Bititci
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Employee Engagement ◽  
Longitudinal Research ◽  
Two Dimensions ◽  
Performance Measurement System ◽  
Future Research ◽  
Content Type ◽  
Performance Measurement Systems ◽  
And Performance

Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Research limitations/implications The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality/value The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.

scholarly journals Humanitarian supply chain performance management: a systematic literature review

2014 ◽  
Vol 19 (5/6) ◽  
pp. 592-608 ◽  
Author(s):  
Hella Abidi ◽  
Sander de Leeuw ◽  
Matthias Klumpp
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Performance Measurement ◽  
Supply Chains ◽  
Performance Management ◽  
State Of The Art ◽  
The State ◽  
Content Type ◽  
Humanitarian Supply Chains ◽  
Humanitarian Supply Chain

Purpose – This paper aims to identify the state of the art of performance measurement and management in humanitarian supply chains; to categorize performance measurement indicators in the five supply chain phases of Gunasekaran and Kobu (2007) and evaluate them based on the evaluation criteria of Caplice and Sheffi (1995); and to define gaps and challenges in this field and give insights for future research in this domain. Design/methodology/approach – A literature review has been conducted using a structured method based on Denyer and Tranfield (2009) and Rousseau et al. (2008). The state of the art on humanitarian supply chain performance management with a focus on measurement frameworks and indicators and their applications in practice is classified in three categories. The first category is the definition and measurement of success in humanitarian supply chains. The second category is managing performance, which focuses on describing and analyzing the actual practice of managing performance. The third category shows the challenges in performance management that humanitarian supply chain actors deal with. Findings – Findings reveal that performance measurement and management in humanitarian supply chains is still an open area of research, especially compared to the commercial supply chain sector. Furthermore, the research indicates that performance measurement and management in humanitarian supply chains has to be developed in support of the supply chain strategy. Based on the findings of the literature review on performance measurement and management in the commercial and humanitarian field, a first classification of 94 performance measurement indicators in humanitarian supply chains is presented. Furthermore, the paper shows key problems why performance measurement and management systems have not been widely developed and systematically implemented in humanitarian supply chains and are not part of the supply chain strategy. The authors propose performance measurement guidelines that include input and output criteria. They develop a research agenda that focuses on four research questions for designing, deploying and disseminating performance measurement and management in humanitarian supply chains. Practical implications – The result helps the humanitarian supply chain community to conduct further research in this area and to develop performance measurement frameworks and indicators that suit humanitarian supply chains. Originality/value – It is the first systematic approach to categorize research output regarding performance measurement and management in humanitarian supply chains. The paper shows the state of the art in performance measurement and management in humanitarian supply chains and develops a research agenda.

Training costs fall by 80 percent at Northumberland County Council

2014 ◽  
Vol 22 (1) ◽  
pp. 18-20 ◽  
Keyword(s):  
Management System ◽  
Success Factors ◽  
Learning Management System ◽  
Central Place ◽  
Individual Performance ◽  
County Council ◽  
Content Type ◽  
Training Costs ◽  
The Future ◽  
Learning Management

Purpose – Explains how Northumberland County Council in England cut its training costs by 80 percent. Design/methodology/approach – Describes how a new learning-management system has improved efficiency, access and course quality and opened up new opportunities for the future. Findings – Charts the benefits as: a new online-appraisal process that will link individual performance objectives with individual and team learning and development plans; the future development of 360-degree feedback tools that will provide employees with the ability to seek and receive objective feedback on their performance and how their managers, peers and customers feel that they demonstrate the competencies and behavioral-success factors espoused by the council; having one central place for learning and improving consistency of delivery that will meet the needs of the council and its partners; savings in time and money from delivering training more quickly than with a traditional classroom approach; effective management of programs and the ability to avoid costly licensing fees; swift updates to learning, saving time and money; and extensive support offered by Learning Pool, the team that installed the learning-management system. Practical implications – Demonstrates how savings have been achieved through a combination of: online training in place of more than 10,000 hours of classroom delivery; self-service functionality for course bookings, which has saved more than 1,200 hours of administration time; the creation of more than 20 hours of bespoke content; and a reduction in CO2 omissions and fuel savings, all while improving consistency and scalability. Originality/value – Provides the inside story of how a 6,000-plus employee council revolutionized its training delivery and made significant savings into the bargain.

Tata Power Delhi Distribution Ltd: measuring beyond the metrics

2012 ◽  
Vol 2 (2) ◽  
pp. 1-17
Author(s):  
Monica Singhania ◽  
R. Venkatesh
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Graduate Program ◽  
Planning Process ◽  
Performance Management System ◽  
Inclusive Growth ◽  
Strategy Formulation ◽  
Content Type ◽  
The Balanced Scorecard

Subject area The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process. Study level/applicability The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case. Expected learning outcomes The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process Supplementary materials Teaching notes.

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