Abstract
Follows a previous paper which outlined a “performance pyramid” model, designed to enable interface managers to relate the key performance indicators of their business to working environment effectiveness. The concept allows managers to communicate more easily the value‐added contribution of the working environment to the organization, through close communication with finance, human resources and operations managers in strategic decision making. For reasons of client confidentiality, uses a fictional case study which includes real experiences observed in a number of organizations and puts these elements together under the performance pyramid model.
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