Examining the process of performance measurement system design and implementation in two Italian public service organizations

2017 ◽  
Vol 33 (4) ◽  
pp. 406-421 ◽  
Author(s):  
Enrico Bracci ◽  
Laura Maran ◽  
Robert Inglis
Keyword(s):  
Performance Measurement ◽  
System Design ◽  
Public Service ◽  
Measurement System ◽  
Service Organizations ◽  
Performance Measurement System ◽  
Design And Implementation ◽  
Public Service Organizations

Development of footprint framework of performance measurement system for SMMOs

2020 ◽  
Vol 17 (5) ◽  
pp. 727-756
Author(s):  
G.S. Dangayach ◽  
Gaurav Gaurav ◽  
Sumit Gupta
Keyword(s):  
Performance Measurement ◽  
Business Model ◽  
Measurement System ◽  
Ease Of Use ◽  
Performance Measurement System ◽  
Barriers To Adoption ◽  
Rapid Improvement ◽  
Research Attention ◽  
Content Type ◽  
Design And Implementation

PurposeThe performance measurement system (PMS), recognized as an important tool for rapid improvement, has found wide applications in the larger organizations and has received a lot of research attention in recent past. PMS adoption in SMEs is low even though SMEs have realized its importance and benefits and are now ready to embrace PMS as a tool for improvement. This paper proposes a novel framework, called the footprint framework, for design and implementation of PMS for SMEs. The proposed framework overcomes some of the major barriers to adoption by simplifying the process of design and implementation of PMS.Design/methodology/approachThe theoretical framework was conceptualized and its basis was tested for feasibility using an industry survey. The survey was analyzed using the statistical tools available in the SPSS 24.0 statistical analysis software, and the insights obtained from this analysis were used to shape the proposed framework. The framework was populated for small and medium manufacturing organizations (SMMOs) as a case study. Analytic hierarchy process was used to synthesize the data provided by the survey to build up the proposed framework and its components.FindingsThe footprint framework is a unique framework in the respect that it consists of a set of PMS suited to different company profiles that can be accessed quickly. Any SMMO that desires to determine its future PM requirements has simply to define its probable profile of the future in terms of size, business model and order winner and check the PMS appropriate to that profile from the footprint framework. Thus the SMMO can even prepare for its futuristic PM needs.Research limitations/implicationsThe proposed framework overcomes some of the major barriers to adoption by simplifying the process of design and implementation of PMS. The main advantages of the footprint framework are its simplicity, ease of use, immediate implementation and a built-in knowledge bank.Practical implicationsThis research has proposed a new PMS framework, an out of the box tool that makes it possible for the Indian SMMO to adopt PMS on an instant basis. The footprint framework combines the experience of several researchers and several practitioners to offer a ready-made starter kit that needs no other aid to implement a most appropriate PMS and leverage the industry PM best practices to build the performance measurement knowledge and expertise of the SMMO without going through a protracted learning or training process.Social implicationsThis research has made a novel proposal for a PMS framework by proposing the footprint framework – a PMS framework that is not only an instant, out of the box solution for the SMMOs but also incorporates the know-how to implement the performance measurement complete with information on what to measure, how to interpret and what should be done to improve.Originality/valueThe proposed framework is simple to understand and removes a key barrier of PMS adoption for SMMOs. The user SMMO needs to state its size, business model and order winner from the available options, build up its PMS code, select the matching PMS from the framework and the SMMO is ready to implement the PMS.

How do measurement objectives influence the R&D performance measurement system design?

2007 ◽  
Vol 30 (3) ◽  
pp. 187-202 ◽  
Author(s):  
Vittorio Chiesa ◽  
Federico Frattini ◽  
Valentina Lazzarotti ◽  
Raffaella Manzini
Keyword(s):  
Performance Measurement ◽  
System Design ◽  
Measurement System ◽  
Performance Measurement System

Performance measurement system design: Should process based approaches be adopted?

1996 ◽  
Vol 46-47 ◽  
pp. 423-431 ◽  
Author(s):  
Andy Neely ◽  
John Mills ◽  
Ken Platts ◽  
Mike Gregory ◽  
Huw Richards
Keyword(s):  
Performance Measurement ◽  
System Design ◽  
Measurement System ◽  
Performance Measurement System

Performance measurement system design: developing and testing a process‐based approach

2000 ◽  
Vol 20 (10) ◽  
pp. 1119-1145 ◽  
Author(s):  
Andy Neely ◽  
John Mills ◽  
Ken Platts ◽  
Huw Richards ◽  
Mike Gregory ◽  
...  
Keyword(s):  
Performance Measurement ◽  
System Design ◽  
Measurement System ◽  
Performance Measurement System

A Balancing Act? The Implications of Mixed Strategies for Performance Measurement System Design

2012 ◽  
Vol 25 (1) ◽  
pp. 71-98 ◽  
Author(s):  
Henri C. Dekker ◽  
Tom Groot ◽  
Martijn Schoute
Keyword(s):  
Performance Measurement ◽  
System Design ◽  
Measurement System ◽  
Low Cost ◽  
Performance Measurement System ◽  
Mixed Strategies ◽  
Measurement Systems ◽  
Multiple Strategies ◽  
Strategic Emphasis ◽  
Performance Measurement Systems

ABSTRACT This paper examines how firms design performance measurement systems (PMSs) to support the pursuit of mixed strategies. In particular, we examine the implications of firms' joint strategic emphasis on both low cost and differentiation for their use of performance measurement and incentive compensation. Analysis of survey data of 387 firms shows that more than half of the sample to some extent or fully mixes strategic priorities, while strategic priorities resembling strategic archetypes (primarily low cost or differentiation) populate only 36 percent of the sample. Our analyses support that, as compared to archetypal strategies, pursuing mixed strategies elicits design of more comprehensive and complex PMSs that are aimed at balancing effort and decisions toward the multiple strategies pursued.

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