Review and Comparison of Performance Measurement Systems (original) (raw)
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Review on Performance Measurement Systems
Mediterranean Journal of Social Sciences, 2015
Performance Measurement System (PMS) is an important system in the purpose of improving the organization performance. PMS create a very significant connection between organizations due to measurement in the organization system directly related to the organization strategy. A well develop and implementation of comprehensive PMS helps the organization to develop and improvise the business environment thus improve better decision making process. Therefore, there is multi comprehensive approaches of PMS has been applied in both quantitative and qualitative are significant to measure, predict and evaluate on current and future organization performance. The adoption of different models has had on various dimensions and measure give the difference result of organization performance. Therefore, this paper discuss on the different PMSs which have been developed to be used in companies. As one of the first comprehensive attempts in the performance management area, in this article almost all popular PMSs have been reviewed. Many of company managers have their own preferable performance management, but the least number of them is aware of different available PSMs. However, this paper found some of most favorable PMSs developed for adaptation by the organization recently; and concludes with a need for a comprehensive model.
International Journal of Production Research, 2018
To control their enterprises in a complex environment, decision-makers need to measure their enterprise regularly to perpetuate. For that, they use a specific set of performance indicators grouped in a coherent system named performance measurement systems (PMS). Such systems are generally defined and implemented using different methods. As business performance measurement appeared from the 1900s, a large number of approaches developed by researchers and practitioners have appeared since those years until today. They were not designed for the same purpose and on the same basis and each of them has advantages and disadvantages to measure optimally the performance. So, decision-makers have difficulties to choose among these methods the most appropriate to their needs when they want to design and implement their customised PMS. The objective of this paper is to present the main concepts that approaches are based on, to present a state of the art as exhaustive as possible of the approaches and methods themselves and to make a comparison between them in order to allow decision-makers to choose among them the one or a combination of several ones which would efficiently suit to their needs to reach their global objective of PMS design and implementation.
State of the art literature review on performance measurement
Fuel and Energy Abstracts, 2011
The performance measurement revolution started in the late 1970s with the dissatisfaction of traditional backward looking accounting systems. Since then the literature in this field is emerging. Most of the focus was on designing performance measurement system (PMS), with few studies illustrating the issues in implementing and using PMS. Although Management Information Systems (MIS) and change management are important enablers of PMS, their role is not very well understood. Hence the objective of this paper is to review literature on the role of MIS and change management throughout the lifecycle of performance measurement, i.e. design, implementation and use stages. This paper not only discusses the role of MIS and change management throughout PMS lifecycle but also discusses PMS in the context of emerging business environment such as globalization, servitization, and networking in the context of multi-cultural environment. Finally it identifies research challenges for PMS in the emerging business environment.
Performance Measurement: Questions for Tomorrow
strath.ac.uk
published their seminal article performance measurement gained increasing popularity both in practice and research with over 3600 articles between 1994 and 1996. A précis of the literature on global and business trends predicts that the world is heading towards a networking era dominated by global autopoietic networks. A systematic review of the performance measurement literature concludes that although historically the performance measurement literature had tracked the global business trends our current state of knowledge on performance measurement is not complete and a number of fundamental questions remain unanswered, particularly in the context of future trends.
Study on performance measurement systems – Measures and Metrics
Significant research has been carried out so far in the field of performance measurement and management. Various authors have presented their findings based on their respective perspective of the topic. A wide variety of literature available makes the study of performance measures and metrics more difficult. The present study has made an attempt to dig into the literature to identify the importance of performance management, terminologies and various models in performance measurement system. Knowledge about types of measures, their purpose and tests on measures provides sufficient inputs while designing a performance measurement system.
Performance Measurements Systems: Stages of
2012
This paper aims to discuss the subject of performance measurement systems and explore the latest trends in this area of research. Reviewing the relevant literature approach was adopted as a methodology for conducting the present research. Previous academic, theoretical and empirical papers from early stages and up to date papers were reviewed and analyzed. This paper finds that although literature shows significant changes and movements towards using the balanced (integrated) systems, more work still required in terms of developing more dynamic performance measurement systems that consider significant stakeholders who contribute in achieving better competitive advantage and success for an organization
Implementing performance measurement systems: a literature review
International Journal of Business Performance Management, 2003
Currently, there is a great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. This paper reviews the different performance measurement system design processes published in the literature and creates a framework for comparing alternative approaches. The paper then proceeds to review the literature on performance measurement system implementations and concludes that the performance measurement literature is at the stage of identifying difficulties and pitfalls to be avoided based on practitioner experience with few published research studies. This paper is the first of two, the second going on to consider performance measurement implementation from the point of view of the change management literature.
Performance Measurement: Challenges for Tomorrow
International Journal of Contemporary Hospitality Management, 2012
This paper demonstrates that the context within which performance measurement is used is changing. The key questions posed are: Is performance measurement ready for the emerging context? What are the gaps in our knowledge? and Which lines of enquiry do we need to pursue? A literature synthesis conducted by a team of multidisciplinary researchers charts the evolution of the performance-measurement literature and identifies that the literature largely follows the emerging business and global trends. The ensuing discussion introduces the currently emerging and predicted future trends and explores how current knowledge on performance measurement may deal with the emerging context. This results in identification of specific challenges for performance measurement within a holistic systems-based framework. The principle limitation of the paper is that it covers a broad literature base without in-depth analysis of a particular aspect of performance measurement. However, this weakness is also the strength of the paper. What is perhaps most significant is that there is a need for rethinking how we research the field of performance measurement by taking a holistic systems-based approach, recognizing the integrated and concurrent nature of challenges that the practitioners, and consequently the field, face.
2012
The field of performance measurement and management (PMM) is well filled with frameworks, models and guidelines addressing what to measure and how to design a performance measurement system (PMS). However, what has been less examined so far is how to ensure that PM evolve in tandem with their environments. Further, the few approaches available today are prescriptive and outlines how or what practitioners should do in order to manage change in their PM. Thus, a gap exists in understanding how organisations manage change in their PM in practice. Thus, the purpose of this paper is to outline and compare the approaches of three case companies for managing PM change. In order to fulfil the purpose of the paper, the data presented has been collected through the deployment of case studies. The choice of case studies as means for data collection stems from the possibility of an in-depth and holistic examination of the formulated phenomenon. All three case companies belong to the same company-group that operates within the transportation industry. The industrial footprint of the company is global with operations and sales spread out over the world. The findings suggest that all three companies have processes in place for managing change in PM. However, the approaches differ in design and context. Furthermore, employee involvement seemed to be the biggest challenge for all three companies.This paper makes a contribution both through describing how three companies manage PM change and through elaborating on the underlying factors affecting functionality.
Performance Management Systems – Proposing and Testing a Conceptual Model
Studies in Business and Economics
The utility of performance measurement and management system can be said to have been proven, but the problem faced by both the theoreticians and practitioners is to set the right performance indicators. Developed models are tools that managers can use to measure and manage performance, but they need to be tailored to the context. Also, the trend towards using non-financial performance indicators makes it very difficult for managers to design a performance measurement and management system because it involves the integration of qualitative and non-quantitative variables and a profound understanding of the internal and external environment of the company.