scholarly journals Establishing a Performance Management Framework for Government

2005 ◽  
Author(s):  
Jack Diamond
Keyword(s):  
Performance Management ◽  
Management Framework ◽  
A Performance

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.

An information architecture for a performance management framework by collaborating SMEs

2010 ◽  
Vol 61 (7) ◽  
pp. 676-685 ◽  
Author(s):  
Juan José Alfaro Saiz ◽  
Raúl Rodríguez Rodriguez ◽  
Angel Ortiz Bas ◽  
Maria Jose Verdecho
Keyword(s):  
Performance Management ◽  
Information Architecture ◽  
Management Framework ◽  
A Performance

scholarly journals Improving and evaluating performance with the Public Sector Scorecard

2017 ◽  
Vol 66 (4) ◽  
pp. 442-458 ◽  
Author(s):  
Max Moullin
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Success Factors ◽  
Task Force ◽  
Service Improvement ◽  
Content Type ◽  
Management Framework ◽  
The Public ◽  
Management Culture ◽  
A Performance

Purpose The Public Sector Scorecard (PSS) is an integrated performance management framework incorporating strategy mapping, service improvement, and measurement and evaluation. It adapts and extends the balanced scorecard to suit the culture and values of the public and voluntary sectors. The purpose of this paper is to assess, with the aid of two case studies across organisational boundaries, how the PSS addresses a number of critical success factors for performance management and improvement in the public and third sectors. Design/methodology/approach The research takes a case study approach assessing the use of the PSS for the UK Ethnic Minority Employment Task Force, and for Sheffield Let’s Change4Life, a £10 million programme addressing obesity in children and families. Findings This paper concludes that the PSS is an effective framework to help organisations improve outcomes for service users and stakeholders without increasing overall cost, and develop measures of performance that help them improve and assure quality without motivating staff to achieve arbitrary targets at the expense of poor service to the public. Key to this is its emphasis on developing a performance management culture based on improvement, innovation and learning rather than a top-down blame culture. Originality/value There have been many research papers describing the problems and pitfalls of public sector performance management, but few which offer a solution. A particular innovation is how the theory of planned behaviour was integrated with a performance management framework for a behaviour change programme addressing childhood obesity.

scholarly journals PWE-050 Development Of A Performance Management Framework For Bsw Colonoscopists

Gut ◽  
2014 ◽  
Vol 63 (Suppl 1) ◽  
pp. A144.2-A145 ◽  
Author(s):  
N Hawkes ◽  
H Heard ◽  
S Dolwani
Keyword(s):  
Performance Management ◽  
Management Framework ◽  
A Performance
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