EUM-based Performance Measurement System: A Case Study

2012 ◽  
Vol 2012 (1) ◽  
pp. 142-150
Author(s):  
Jeff Tucker
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
System A

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.

The Impact of a BI-Supported Performance Measurement System on a Public Police Force

2019 ◽  
pp. 509-527
Author(s):  
Elad Moskovitz ◽  
Adir Even
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Business Intelligence ◽  
Police Force ◽  
Performance Measurement System ◽  
Moderation Effect ◽  
Relative Metrics ◽  
Time Period ◽  
The Impact

Performance measurement, as an effective tool for implementing organizational strategy and assisting ongoing control and surveillance, is broadly adopted today. The performance measurement system (PMS) explored in this case study was implemented, using business intelligence (BI) technologies, for a public police force. The system lets police commanders view and analyze the performance scores of their own units and get feedback on the success of their activities. The study examines the system's impact, through analysis of the metric results over a time period of five years. The results show that the vast majority of the metrics examined indeed improved. Further, the results underscore the moderation effect of relative metrics weights, as well as the different behavior of metrics that reflect activity versus those that reflect outcomes. The study underscores both the positive and the negative aspects of those results, and discusses their implications for future PMS implementation with BI technologies.

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