Our study questions the assumption that the more comprehensive a performance measurement system is, the better the organisation's performance. This paper offers an overview of the existing literature on the applications of performance measurement and the roles it may fulfil in organisations. It presents insight from two case studies, which were carried out at comparable, but differently managed, energy utility companies. In one of them the culture of “tactical” performance prevails, forcing managers to make their employees deliver on performance indicators (sometimes at the expense of coordination); in the other, the predominant culture is one of achieving desired efficiency levels through corporate relations based on trust, responsibility and mutual aid. We propose a matrix for visualising the different functions performance measurement may fulfil in organisations and show how diverse approaches to performance measurement correspond to differing roles of the measurement system. Subsequently, we discuss the observed factors such as leadership, structure and culture which interplay with performance measurement and allow companies to achieve superior performance.
|Keywords:||Performance Measurement, Organisational Culture, Organisational Change, Gas and Electric Supply Industry|
Research Associate, Engineering, Manufacturing and Management, University of Cambridge, Cambridge, UK
Reader, Engineering, Manufacturing and Management, University of Cambridge, Cambridge, UK
There are currently no reviews of this product.Write a Review