A New Approach to Performance Measurement and Goal Setting

2001 ◽  
Vol 31 (3) ◽  
pp. 44-54 ◽  
Author(s):  
Bruce H. Andrews ◽  
John J. Carpentier ◽  
Tracy L. Gowen
Keyword(s):  
Performance Measurement ◽  
Goal Setting ◽  
New Approach

Performance Measurement in Innovation Processes

2011 ◽  
pp. 376-395
Author(s):  
Jan Strickman ◽  
Axel Hahn ◽  
Stefan Häusler ◽  
Kevin Hausmann
Keyword(s):  
Product Development ◽  
Performance Measurement ◽  
Semantic Web Technologies ◽  
New Approach ◽  
Web Technologies ◽  
Development Processes ◽  
Close Cooperation ◽  
Project Data ◽  
Innovation Processes ◽  
Product Development Processes

This chapter introduces a new approach for performance measurement in product development and innovation processes. It shows that there is a great need in practice to increase the efficiency of product development processes because existing approaches are not sufficient to give enough information about a running project. These approaches both from science and industry are analysed and a new attempt is introduced that aims at the integration of concrete project data with information about the product by using Semantic Web technologies. Furthermore, the authors want to show that there is an emerging gap between productivity increase and the complexity of product development processes. This will be a challenge in the future and has high potential for research that has to be done in close cooperation with industry.

scholarly journals Beyond crime rates and community surveys: a new approach to police accountability and performance measurement

Crime Science ◽  
2019 ◽  
Vol 8 (1) ◽  
Author(s):  
Tarah Hodgkinson ◽  
Tullio Caputo ◽  
Michael L. McIntyre
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Assessment ◽  
Current Approach ◽  
Police Performance ◽  
New Approach ◽  
Networked Governance ◽  
Police Organizations ◽  
Police Accountability ◽  
And Performance

Abstract In this conceptual piece, we argue that the current approach to police performance measurement typically based on the use of traditional police metrics has failed to achieve the desired results and that a different strategy is required. Traditional police metrics have a narrow focus on crime and the police response to it. They provide little information on how well police organizations are performing. Importantly, traditional police metrics do not incorporate input from police stakeholders in goal identification, nor do they use specifically designed indicators to assess progress towards achieving these goals. Following an analysis of the criticisms levelled at the use of traditional police metrics, and subsequent attempts to address these issues, we argue that a networked governance approach represents a more promising foundation for undertaking police organizational performance assessment. Such an approach would engage stakeholders more directly in goal identification and performance assessment, and potentially lead to more successful, responsive and accountable policing.

Agile performance measurement system development: an answer to the need for adaptability?

2019 ◽  
Vol 15 (2) ◽  
pp. 231-256 ◽  
Author(s):  
Kati Tuulikki Stormi ◽  
Teemu Laine ◽  
Tuomas Korhonen
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Management Accounting ◽  
System Development ◽  
Development Project ◽  
Performance Measurement System ◽  
Agile Development ◽  
New Approach ◽  
Content Type ◽  
Agile Methodologies

Purpose The purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of performance measurement systems (PMS). Design/methodology/approach The study is an interventionist case study that applied agile methodologies in the PMS development. Researchers actively participated in the PMS development, e.g. researchers designed some of the performance measurement prototypes in order to facilitate the agile development. Findings The study outlines an agile approach suitable for PMS development. The paper answers the topical needs for adaptability and agility in management accounting, by applying agile methodologies into PMS development. PMS development does not take place only as a project or process that systematically progresses from the measure selection to measure implementation. Instead, as the requirements for the PMS change during the development project, management may reject some measures and new measures emerge as the understanding about changing situations increase. Agile methodologies are a methodological way to respond to the inevitable change and to enhance management accounting adaptability. Research limitations/implications This study contributes to the PMS literature by proposing that agile development methodologies can advance organizational features that increase management accounting adaptability. As a result, the study proposes a new approach for PMS development to supplement existing ones. Agile methodologies are especially suitable for extending the PMS in new, yet relatively immature areas of performance measurement. The new approach applies Scrum principles in PMS development. By drawing from the theories of performance measurement (system) development and enabling PMS, the paper furthers academic understanding about agile development of accounting information systems. Practical implications Companies can use the proposed approach in PMS development, particularly after the initial system implementation in redesigning the system. The approach may increase the PMS impact in organizations and prevent PMS implementation failures. Originality/value The paper identifies the potential of using agile methodologies to enhance PMS adaptability and provides preliminary evidence of the potential of such approach in supplementing processual PMS development frameworks.

Improving Interlending through Goal Setting and Performance Measurement

1993 ◽  
Vol 21 (1) ◽  
pp. 13-17
Author(s):  
John Willemse
Keyword(s):  
Performance Measurement ◽  
Goal Setting ◽  
Performance Measures ◽  
Point Of View ◽  
Actual Performance ◽  
And Performance ◽  
Effective Service ◽  
Over Time ◽  
The Ideal

The local availability of needed publications is, from most users′ point of view, probably the most appropriate measure of a library′s effectiveness. Although immediate availability is the ideal, interlending offers a way to improve availability over time. With the goal of maximum availability in the shortest possible time, the interlending section of the Unisa Library has developed a number of performance measures to determine its effectiveness. The performance measures were instrumental in targeting problem areas which could contribute to a more effective service by technological and other means. Briefly describes the rationale behind the performance measures and the actual performance attained, as well as the factors contributing towards their improvement.

Transforming Performance at Patagonia

2020 ◽  
pp. 150-166
Author(s):  
Chris Mason
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Employee Performance ◽  
New Approach ◽  
Company Culture ◽  
And Performance

In the summer of 2015, Patagonia began a transformation to an entirely new approach to employee performance, one that would reinforce the company culture and empower employees to drive their performance continuously throughout the year and more directly connect their work to the company mission. The new approach drew on the latest research and emerging practices in performance management (PM) and was built on more frequent goal setting and performance conversations, supplemented by continuous crowdsourced feedback. At the heart of the approach is the belief that employees need to be the best drivers of their own performance, leading to an employee-centric design for each action or tool that enables the new approach. This case shares Patagonia’s journey to transformation from a traditional PM system to a more dynamic and employee-centric approach to performance.

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