Developing and using a performance management framework: a case study

2012 ◽  
Vol 16 (3) ◽  
pp. 47-56 ◽  
Author(s):  
Maurice Atkinson
Keyword(s):  
Performance Management ◽  
Management Framework ◽  
A Performance

scholarly journals Verifying Theoretical Concepts of Performance Management Framework

2018 ◽  
pp. 815-824
Author(s):  
Reno Renaldi Tibyan ◽  
Dermawan Wibisono ◽  
Mursyid Hasan Basri
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Single Case ◽  
Group Discussion ◽  
Theoretical Concepts ◽  
Management Framework ◽  
Verification Method ◽  
The Balanced Scorecard ◽  
Verification Process

Purpose – This paper aims to discuss the verification process of the theoretical concepts of the proposed performance management (PM) framework in practice. Design/methodology/approach – A case study based on a focus group discussion (FGD) method is used to describe the application a PM framework and the implementation of a PM system in a case organisation. Findings – The findings show that the case organisation has been applying the Balanced Scorecard framework and show that it needs to add some important aspects to the framework to support the better implementation of its PM system. Research limitations/implications – This paper is based on a single case study due to the need for an effective FGD in a selected organisation. Originality/value – The study drives the development of PM research in the use of a theoretical verification method to confirm the application of the theoretical concepts of PM framework in practice.

Performance Management

2007 ◽  
pp. 261-282
Author(s):  
S. Srinivas
Keyword(s):  
Supply Chain ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Integrated Approach ◽  
Maturity Level ◽  
Stimulate Action ◽  
Management Framework ◽  
Capability Maturity ◽  
The Right ◽  
A Performance

The purpose of this chapter is to help you design a performance management framework that will result in choosing, successfully implementing, and getting significant benefits from e-supply chain technologies. The framework is designed to stimulate action by pinpointing where the gaps are, and leveraging technology to bridge those gaps. This is done using a balanced scorecard revolving around five critical variables: value, variety, velocity, variability, and visibility. The maturity level of each of these critical variables is classified using a six-level capability maturity continuum: ignorance, awareness, understanding, approach, action, and culture. This integrated approach of combining critical variables, balanced scorecard, and capability maturity helps leverage technology for the right purposes, and significantly improves the performance and productivity of the supply chain.

The boundaries of a performance management system between learning and control

2015 ◽  
Vol 19 (3) ◽  
pp. 7-21 ◽  
Author(s):  
Paolo Canonico ◽  
Ernesto De Nito ◽  
Vincenza Esposito ◽  
Marcello Martinez ◽  
Lorenzo Mercurio ◽  
...  
Keyword(s):  
Performance Management ◽  
Management System ◽  
Single Case ◽  
Individual Performance ◽  
Specific Reference ◽  
Performance Management System ◽  
Content Type ◽  
And Control ◽  
A Performance

Purpose – This paper aims to consider how and to what extent it is possible to interpret a performance management system (PMS) as a typical control mechanism or in a more innovative way as a learning tool. PMSs are typically used for planning and coordination purposes. However, they may also be used as an opportunity to foster learning inside the organization. Design/methodology/approach – The empirical analysis was carried out during January-May 2014. A single case study was developed, in the first phase, through document analysis and semi-structured interviews with three top managers, to investigate the purpose and rationale of the design of the PMS. The investigation then continued with non-participant observation. Findings – The picture shows the dominance of “command and control” thinking, based on a cybernetic control system connected to targets and linking the achievement of these targets to individual performance. Practical implications – This paper helps to contextualize reflections on PMSs and potential learning outcomes in knowledge organizations, with specific reference to the airport industry. Originality/value – This paper contributes to the extant debate on the relationship between PMSs and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other authors, relying on a contingent approach, have instead put forward the need of a more comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as of the interdependencies among their components. In the case study under scrutiny in this paper, adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead to any major changes.

scholarly journals YOUTH DEVELOPMENT PERFORMANCE MANAGEMENT IN MUNICIPALITIES: A NKANGALA DISTRICT MUNICIPALITY CASE STUDY

2016 ◽  
Vol 13 (1) ◽  
pp. 67-87
Author(s):  
Steven P. Ngubeni
Keyword(s):  
Performance Management ◽  
Youth Development ◽  
Monitoring And Evaluation ◽  
Management Framework ◽  
Development Interventions ◽  
The People ◽  
Local Government Level ◽  
The Masses ◽  
Government Level

Municipalities by design are at the grassroots and the gateway for providing direct development interventions to the masses of the people of South Africa. There is, however, evidence that success in implementing youth development programmes is limited, owing mainly to the lack of performance management application at the local government level. Nkangala District Municipality (NDM) was used as a case to explore the extent to which municipalities apply the prescripts and principles of performance management to the youth development programmes. The study sought to establish whether municipalities have performance management frameworks and systems, and whether youth development matters are included in the same. Evidence from the study shows that there are still gaps to be addressed in NDM. Finally, the study suggests a Youth Development Performance Management Framework, which will also integrate youth participation, monitoring and evaluation.

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