Implementation Of Performance Measurement System Research Articles

The dynamics of introducing performance metrics into an organization

AbstractImplementation of performance measurement systems is traditionally viewed as a way for public‐ and private‐sector organizations to improve accountability, boost efficiency, and create organizational focus. These systems are also useful in managing organizational change, as they provide a framework for setting goals, driving alignment of people and processes, and chronicling progress in achieving objectives.This article describes a case study of a state government agency that used performance measurement to improve service and customer relations, then explores how the use of certain change management principles can enhance and accelerate the introduction of performance measurement into any organization.

Productivity and Performance Indicators in Enterprise Agreements

The design and implementation of performance measurement systems is a major interest of management accountants. In recent years many organisations have made enterprise agreements with their employees, often specijjing performance indicators on which to base wage increases. This paper explains how performance indicators are used in enterprise agreements and considers alternative definitions of indicators and their limitations. It argues that performance indicators in enterprise agreements should be consistent with wider organisational performance measurement systems, particularly those having a strategic focus.

The manager, the citizen, the politician and performance measures

Failure to address implementation issues is a key reason for the failure of organizational strategy. Drawing upon research in a wide range of public service organizations, this article argues that top‐down implementation of performance measurement systems has led to middle‐manager disenchantment and does not meet user needs.

The evaluation of performance and cost in a hypertension control program.

This article examines the Performance Measurement System (PMS), a new approach to evaluating performance and cost of public health departments, developed under the sponsorship of the National Science Foundation. Four weaknesses characterizing presently used evaluation designs are described. The PMS method is briefly summarized and one practical application of the method, to hypertension control, is discussed in detail. PMS is an adaptation of the systems approach to evaluating human service programs, using both epidemiologic and industrial engineering concepts. The method was developed to serve the needs of on-line managers who are responsible for day-today supervision and evaluation. Six steps are described for the implementation of PMS: systems design; formulation of explicit quantified, time-limited objectives; the development of gauges; the construction of performance appraisal indicators (PAIs); the development of activity efficiency indicators (AEIs) and cost-effectiveness indicators (CEIs); and the development of staff support indicators (SSIs). Metods for the analysis of PMS indicators are examined. PMS has been incorporated into the evaluation plan of the Detroit Hypertension Control Program, a 5-year demonstration project funded by the National Heart, Lung, and Blood Institute. Other applications have included an implementation of the method in the Preventable Disease Division of the Connecticut State Health Department. The development and use of PMS performance and cost indicators for the Detroit project are thoroughly examined.