The Development of a Performance Measurement for a Specialist Policing Unit: A Case Study of the Queensland Police Protective Security Advisory Team

2019 ◽  
Author(s):  
◽  
Sean Costello
Keyword(s):  
Performance Measurement ◽  
A Performance

Designing a performance measurement system: A case study

2004 ◽  
Vol 156 (2) ◽  
pp. 267-286 ◽  
Author(s):  
Clemens Lohman ◽  
Leonard Fortuin ◽  
Marc Wouters
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
System A ◽  
A Performance

scholarly journals Healthcare executives’ readiness for a performance measurement system: a rehabilitation hospital case study

2014 ◽  
Vol 3 (4) ◽  
pp. 157
Author(s):  
Diana Zidarov ◽  
Lise Poissant ◽  
Claude Sicotte
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Successful Implementation ◽  
Readiness Assessment ◽  
Rehabilitation Hospital ◽  
System A ◽  
Healthcare Executives ◽  
A Performance

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.

scholarly journals A performance measurement system for small enterprises – a case study

2017 ◽  
pp. 0-0
Author(s):  
Piotr Waśniewski
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Small And Medium Enterprises ◽  
Performance Measurement System ◽  
Small Enterprises ◽  
Polish Literature ◽  
Strategy Map ◽  
Medium Enterprises ◽  
A Performance

A performance measurement system for small enterprises – a case study The performance measurement system is one of the determinants which creates an enterprise’s value, and is supposed to leading to an enterprise maintaining or improving its performance in the long-term per-spective. Small enterprises do not understand the need to measure their performance or the potential benefits that come from this measurement. The aim of the article is to present a framework of a perfor-mance measurement system for small enterprises with a practical verification of its assumptions. The basis of the study was an analysis of existing proposals of models and frameworks for small and medium enterprises and the results of a study into the performance measurement solutions applied in practice by Polish small enterprises. As a result of the research conducted, a 4-step process of continuous perfor-mance measurement for small enterprises is presented, and practical verification is conducted on the example of a small legal firm, considering the strategy map and the measures of the set of aims. The construction of a performance measurement system is unique to every enterprise due to its condition, the business sector, the environment, and other factors, so a featured case study provides only a specific example of model usage in practice. The study provides an original contribution of the author. There has been no such research in this field so far in the Polish literature.

scholarly journals Legitimacy and relevance of a performance measurement system in a Finnish public-sector case

2019 ◽  
Vol 17 (2) ◽  
pp. 177-199
Author(s):  
Toni Mättö ◽  
Jenna Anttonen ◽  
Marko Järvenpää ◽  
Antti Rautiainen
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Measurement System ◽  
Practical Importance ◽  
Performance Measurement System ◽  
Content Type ◽  
The Public ◽  
Case Organization ◽  
A Performance

Purpose This study investigates the difficulties involved in translating stakeholder expectations into action and maintaining legitimacy through the use of a performance measurement system (PMS) created in a Finnish regional development company (RDC). This longitudinal case study illustrates the fluctuating and socially constructed nature of legitimacy in the public sector. Design/methodology/approach This qualitative case study longitudinally analyzes the various developments occurring during and after the development of a PMS system for the case organization. Empirical data include interviews, workshops, observation and other materials relating to the case organization. Findings The initial interest in operational improvement changed to legitimation-seeking behavior by the case organization when the measures created were modified to accord with the changed preferences of the key stakeholders. However, the pursuit of legitimacy for the RDC was made difficult by the outcome-oriented, changing and contradictory nature of stakeholders’ demands. This study’s findings reveal a continuous mismatch between organizational activities and the board’s expectations, leading to the eventual closure of the organization. Practical implications The findings help to analyze the legitimacy and relevance of PMSs in public-sector projects. The study highlights the practical importance of analyzing the different legitimacy priorities of various stakeholder groups, such as politicians and entrepreneurs. Originality/value The study analyzes the fluctuating nature of legitimacy longitudinally in the public-sector context from the stakeholder perspective. This study analyzes a situation where the stakeholders’ evaluations of the legitimacy of the organization, and the PMS developed, change over time, complicating the accounting for stakeholders.

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