Performance Management for
effective organization
Introduction
In
the Current competitive global environment which organizations operate, the
need of develop and retain highly qualified engaged employees is one of the most
important factor for business growth and survival (Crawshaw, Van Dick, & Brodbeck, 2012). The management of work
and people is a complex processes, which need to produce highly effective and
efficient organization; hence as a way to manage human resources, performance
management (PM) has been widely practicing in modern organizations (Aguinis,
2013).
Develop a high performance culture is one of the main responsibility of the top
managers (Armstrong, 2006). Performance management is a total organizational system,
integrated to all HR activities concerned with look in to the future, improvements,
challenges and opportunities and also a
continuous process, integrated totally with the way the organization is run (Stredwick
,2005). In recent performance management systems have been increasingly becoming
a significant part of organizations, enterprises, and academia as a part of
Human Resource Management. Organizations invest on developing and implementing
methods of performance measurement (Franco-Santos & Bourne, 2005). Employees
are evaluating their dedication to an organization. They want some incentive
for the effort they give to the organization (Riketta, 2002). Because mainly,
the performance of an employee’s drives the performance of an organization,
irrespective of organization’s size, purpose or other characteristics (Aguinis,
2013). This topic would be interesting and meaningful for any organization because
as mentioned earlier the performances of employees have significant relationship
with organizational performance. Also, understanding how Performance management
best practices would help improve organizational objectives and goals and
consequently improve employee performance and organizational performance.
What is Performance Management
Performance
management is a continuous process of setting goals and objectives that align
with objectives in an organization to and measure them to ensure highly efficient
performance (Jaksic, 2013). Performance management systems’ Scope consists of wide
range of trial, dealings, policy, and interventions deliberate to help employee
improve their performance (Denisi & Murphy, 2017). Within performance management
systems, organizations can use wide range of activities, which are designed to
improve employee performance. For instance activities include clearly communicating
performance expectations in employees and informing employees why their performance
efforts are important to organizational effectiveness (Biron et al., 2011).
In
beginning Performance management was one of the responsibility of immediate supervisor (Barnes-Farrell, 2001) but those managers failed to perform as a subordinate’s
performance appraisers due to not having
super, knowledge, and understanding that come with having performed the work, (Coens and Jenkins, 2000). As a result of that
modern performance management systems emerged (Maybe 1999)
The
Process of Performance Management
Single
universally accepted process or model for performance management is not defined.
Various experts have explained the concept in their own ways. Armstrong has
prescribed the model in the form of ‘performance management cycle’. This cycle
has 4 elements which describe how performance management system should be implemented
in an organization (Armstrong, 2006)
Figure
1.1a: The performance management cycle
Source:
Adapted from Armstrong (2006)
Plan: In planning step employee and manager
identify goals and way of accomplish the set goals. This is a result oriented
process hence goals and appropriate behaviors should be clearly defined.
Importantly superior and employee should have common vision towards how to
achieve targets. These are the specific outcomes the employee is expected to
achieve. Outcomes must include specific, measurable performance standards
(Levensaler, 2007).
SMARTER
Objective concept is most practicable and popular concept for set goals or
objectives in performance planning phrase. SMARTER stands for specific, measurable,
attainable, and realistic timely evaluate and readjust. If objective fits to the
SMARTER formula, that objective is specific and tells employees what the end result
should be (Macleod, 2013). It identifies the time
period–one year. Finally, it gives measurable parameters
for accomplishment–within budget and specifications. Successful SMART
goal or objective statement that possesses all seven framework components (Hersh
et al. 2012),
Figure
2 Source (Macleod, 2013).
After
setting objectives or goals establishing employee development goals take place.
In this task addresses areas that need to be improved. Finding plans deficiency
and making correction for them adding new opportunistic goals for grow
employee’s careers and educate new skills. This is the main processes carried
out in last phase in performance planning phase (Williams, 2012).
Act: achieve targets which were set during planning Phase and accomplish targets. Identify new measures to improve performance and documentation regarding to the performance are also take place in Act phase
Monitor: Continues
observation during the operations is carried out in here performance management
is treating as a continuous process and monitoring are being conducted during
the whole year apart from year-end review
Review: In this last phase employees are
accessed using different methods evaluating appraisals and interviews are
carried out to get ranking for work done during the whole year rewarding and recognition are also is conducted in this phase
Success
story of Performance management practice
Figure
3 (Source McDonalds 2019)
With
the new Performance management system, started from 2007, McDonald’s restaurant
network is performing tremendous results in the last decades. This success is being ensuring individual
performance goals, which in line with the McDonalds visions and missions. Performance
management system in McDonalds has designed its planning phase starting with
defining personal performance plan. Managers work with employees to develop individual
performance plan. All Individual objectives and goals are prepared comply with
company annual business plan to achieve company yearly targets also all
objectives are set according to SMARTER concept hence all workers responsible achieve
set goals or targets. In ACT phase Employees perform according to given
objectives and identifying requirements to personal development and
organization development. In monitoring
phase performance data is gathered and recorded using software platforms.
Managers are responsible for monitoring and take corrective actions in case of underperforming
or disaster. In review phase recorded data is analyzed yearly to update performance.
The employees submit their performance proposals to their managers end of the
year and face to face interviews are conducted for assessment, during the interviews
marks are given for performance around what the employee has done (maximum 75
marks out of 100) and how the employee has done it (maximum 25 marks out of
100).According to the marks incentives and bonuses are distributed and managers
will identify employee eligibility for next promotions.
Newly
introduced performance management system significantly increased performance of
the McDonald in first year just after introducing .In 2007, McDonalds’s
revenues have increased by of $6 billion, and total sales have been increased
40% due to newly introduced Performance management system. ( Levensaler, 2007)
Conclusion
Implementing
Effective performance management not an essay possess, hence using agile approach
and adapting situations , will bring about significant results. Practicing and
finding best ways to practice following key point in performance management
will end up with successful performing effective organization culture (Den Hartog et al., 2004).
· Set goals according to SMARTER objectives
· Adopting ongoing process
· Monitoring and Documentation
· Effective performance review
· Transparent rewards and recognition
· Encourage full participation and success.
This
process is proactive process hence it requires interaction between on superiors’
and employee the increased productivity levels resulting from performance management
have proven to be valuable to many organizations.(Armstrong, 2006)
Aguinis,
H. (2013). Performance management, 3rd Ed, Boston, Pearson
Armstrong,
M. (2006), Performance Management: Key Strategies and Practical Guidelines,
3rd Edition. London, Kogan Page Limited,
Biron,
M., Farndale, E., & Paauwe, J. (2011). Performance management
effectiveness: Lessons from world-leading firms,The International Journal of
Human Resource Management, 22, pp 1294-1311.
Barnes-Farrell,
Janet. (2001). Performance appraisal, Person perception processes and
challenges 1(1) PP 67-92.
Coens,
A.T. and Jenkins, M. (2000) Abolishing Performance Appraisals. San
Francisco , Berret-Koehler Publishers, Inc,.
Crawshaw,
J. R., Van Dick, R., & Brodbeck, F. C. (2012). Opportunity, fair process and
relationship value: career development as a driver of proactive work behaviour.
Human Resource Management Journal, 22, pp 4–20
Den Hartog, D., Boselie, P. and
Paauwe, J. (2004), ‘‘Performance management: a model and research agenda’’,
Applied Psychology: An International Review, 53(4), pp. 556-69
Dewettinck,
K. (2008). Employee performance management systems in Belgian organizations:
Purpose, contextual dependence and effectiveness. European Journal International
Management, 2, 192-207.
Franco-Santos,
M., & Bourne, M. (2005). An examination of the literature relating to
issues affecting how companies manage through measures. Production Planning
& Control, 16(2), pp114-124
Hersh,
D., Worrall, L., Howe, T., Sherratt, S., & Davidson, B. (2012). SMARTER
goal setting in aphasisrehabilitation. APHASIOLOGY,26 (2), pp220-233.
Jaksic
,M. (2013) Performance management and employee satisfaction. Montenegrin
Journal Of Economics, 9(1), pp 85-92.
Levensaler,
L. ( 2007). Driving a High-Performance Culture. McDonald’s Leverages Its
Global Performance Management Practices. Bersin and Associates.
Mabey,
C. Salaman G. Storey, J. (1999) Human Resource Management: A Strategic
Introduction. 2nd Ed London, Blackwell Publishers Ltd.
Macleod,
L. (2013). Making SMART goals smarter. Physician executive. (38)
pp 68-72.
Mcdonalds.com. (2019). McDonald’s UK: Burgers, Fries, Salads
& More. Quality Ingredients. [online] Available at:
http://mcdonalds.com [Accessed 26 Apr. 2019].
Seethamraju,
R., & Marjanovic, O. (2009). Role of process knowledge in business process
improvement methodology: a case study. Business Process Management Journal,
15(6), pp 920-936
Stredwick
J (2005) An introduction to human resource management, (2nd ed.), Great
Britain, Elsevier Butterworth-Heinemann.
Williams,
C. (2012). MGMT (5thed.). USA: South-Western College Publishing
In order for the goals of any enterprise to be achieved, it is necessary that the strengths of many people be integrated. The manner in which these strengths are integrated forms the basis by which an organization if formed.
ReplyDeleteTheories what we learn in management aspect execution is the key factor in the modern world. How we understand culture of the society & how we make it globalization to over in terms of business.
That might be change country to country, society,different nationality, ethnic group.so we should try catch all this
by self studying & with self experience.
Nadani, Thank you very much for your ideas on Performance management. It is not easy to trace the true antecedent of formal performance management appraisal but it seems that the performance appraisals of workers on annual basis began with the advent of industrial revolution in the late of 18 th century ( Kohli, 2008, Panda, 2011). The basic purpose was to assess the productivity of workers.Organizational culture has paramount influence on employee and managerial performance. And it creates dominant
Deletebehaviors which become crucial in the conduct of business. (Roffey,2007)
In addition to above content, I would like to contribute to the blog with following content.
ReplyDeleteAs described, the main objective of the performance management system is to build a high performance culture in which all members could take responsibility for continuous improvement of business processes while doing for their own skills improvement. (Armstrong, 2006). Further managers should use performance review session as a good opportunity to plan future developmental activities with employees. If all standing job tasks achieved, the time can be used to identify the subsequent level’s performance standards to pursue in preparation for advancement (Pulakos, 2010).
Further, performance management would not be effective without providing effective feedback during the review session. Hence, it is important to use 360 degrees covering feedback system to implement highly effective and transparent performance management system (Bhattach and Sengupta, 2011). Once the feedback provided timely, it helps to motivate employees and turn into more innovative in approach too (Mujtba and Shuaib, 2010). In addition, that could be able to adjust employee strategy according to the need of organization (Gautam and Jain, 2015).
Yes I agree with you thank you for mention 360 degree appraisal method.The 360 degree feedback has each benefits and disadvantages. It is vital to note that 360 degree feedback for performance and 360 degree feedback for development are doubtless to manufacture fully totally different results (Maylett, 2009),
DeleteThey ought to not be used interchangeably. To get the optimum result, organizations ought to use each 360 degree feedback and traditional performance analysis strategies along. Using completely different feedback strategies can offer a additional complete and correct image of overall worker performance. 360 degree feedback technique has the ultimate potential to offer precious insight for each the firm and also the workers if properly utilized (Hussian, 2016)
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ReplyDeletePerformance management can be described as a process by which organisations set goals, determine standards, assign and evaluate work, and distribute rewards (Varma et al., 2008). In effect it is used to improve organisational, team and individual performance and development including activities designed to ensure that goals are consistently being met in an effective and efficient manner with meet for the purpose of attaining objectives.
ReplyDeleteyour correct!consistently manage performance goals is employee performance management (DeNisi & Smith, 2014) that entails multiple connected practices: designing, monitoring, evaluation, and recognition of employees’ performance (Aguinis, 2013). This consistent employee performance management would be specifically practical for employee teams with high job demands (Decramer, Smolders, & Vanderstraeten, 2012) according to dynamic knowledge theory, the evolution of a human intelligence built-in organization becomes the most crucial booster of competitive advantage ( Barney and Clark, 2007)
DeleteIn addition to what you have mentioned above, whichever the process or model used in performance management, it is important for the process to be regarded as a flexible process not a “system” since the term “system” implies a rigid, hierarchical and bureaucratic approach. This is inconsistent with concept of performance management as a flexible and evolutionary, albeit coherent, process that is applied by managers working with their teams in accordance with the circumstances in which they operate. As such, it involves managers and those whom they manage acting as partners, but within a framework that sets out how they can best work together. This framework has to reduce the degree to which performance management is a top-down affair and it has to be congruent with the way in which the organization functions(Armstrong, 2006).
ReplyDeleteTruly concur with you, appraisal method has to replace the type of appraisal system that only fits a hierarchical and bureaucratic organization. In contrast appraisal system is a continuous and more extensive, more comprehensive and more natural process of management that clarifies mutual expectations, emphasizes the support role of managers who are expected to act as coaches rather than judges and focuses on the future.
DeleteSuccessful appraisal relies on a careful formulation of criteria, a thorough operationalization of the concept to be estimated and obviously an atmosphere wherein individuals can educate each other on strengths and weaknesses in the performance in particular career stage. The accurate interpretation of differences in appraisal by different sources requires that one can assume each set of ratings uses the same metric. If, for whatever reason, one group of raters interprets the text of an item or a set of items differently than another group, the resulting differences in the ratings may be the result of not only the observations of the raters but also of the interpretative difference elicited by the item (Penny, 2001)
The study of 234 organizations shows that the key to performance management effectiveness is creating a performance feedback culture (PFC). PFC creates the necessary environment that determines whether managers feel compelled to deliver high-quality performance feedback to employees.
ReplyDeleteKey findings:
Performance feedback culture has strong effects on organizational financial performance and other positive consequences.
Performance feedback culture has significantly stronger effects on performance management effectiveness than performance management techniques, which have been the overwhelming focus of research and practice for decades.
Performance management effectiveness for employee-oriented outcomes (such as employee development, employee motivation, and employee retention) has an extremely strong effect on organization financial returns(Ledfod and Schneider,2016).
Yes that is acceptable when a quality performance feedback culture is established researches show that staff perceive organizational politics to be less prevalent (Rosen et al, 2006) and they have more clarity about their roles (Whitaker et al, 2007) – an important pre-condition for effective performance.
DeleteHowever feedback per task is not always a positive thing. Its impact is very dependent on the way it is delivered and perceived. Some studies regarding performance feedback found over one third of the studies recorded a negative relationship between feedback and performance (Kluger and DeNisi, 1996).
Objective and accurate feedback requires accurate evaluations of performance. This in contrast requires that performance be measurable and observable. In most performance management systems performance is poorly defined and not measurable on any objective basis. (Kluger and DeNisi, 1996)Hence HR management needs to be careful when crating effective performance feedback culture
According to Berkeley, Performance Management has three steps
ReplyDelete1. To begin the planning process, you and your employee review overall expectations, which includes collaborating on the development of performance objectives. Individual development goals are also updated. You then develop a performance plan that directs the employee's efforts toward achieving specific results to support organizational excellence and employee success (Berkeley, 2019).
2. Goals and objectives are discussed throughout the year, during check-in meetings. This provides a framework to ensure employees achieve results through coaching and mutual feedback (Berkeley, 2019).
3. At the end of the performance period, you review the employee's performance against expected objectives, as well as the means used and behaviors demonstrated in achieving those objectives. Together, you establish new objectives for the next performance period (Berkeley, 2019).
There are different types of process models to performance management some models have got 4 steps and in some models there are 6 or 7 stems in performance management cycle but all the systems main accept is by linking individual employee work efforts with the organization’s mission and objectives, the employee and the organization understand how that job contributes to the organization (Berkeley, 2019).
DeleteThe aim of performance management methods is to equip and encourage employees to meet customer needs. This is a notoriously difficult area - people do not respond in a robotic or easily understood and predictable way. There is, however, a well understood model of how performance management and reward are linked which leading companies are using. It involves a cycle of clarifying business goals and customer needs and then agreeing individual objectives and standards of performance.(Garber, 2011)
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ReplyDeleteThe Performance Management (PM) process is lie down under Learning and development process of the organization. Ultimate target of the PM is making a high performance culture in the organization (Ramsay et al, 2000). It means that through the way of working pattern in the organization, it automatically gives the high level of achievements. Since the culture is managed and governed by people, high performance working is nothing but development the skills of people (Armstrong, 2014).
ReplyDeleteWe need to verify is there relationship between high performance culture and the practices of performance management. Traditionally organizational culture and design of human resource management practices such as performance management have been studied independently for organizational success. Modern studies indicate that they are strongly associated with each other and should be complimentary (Magee, 2002).
Deletethere is a strong view in the literature that high performance culture lead to increased organizational performance. However, studies on this relationship often differ as to the extent a practice is likely to be positively or negatively related to performance. Human resource management practices has been argued to affect performance culture, and in turn lead to firm performance we need to be wary of arguing that current evidence proves this relation-ship. There could, and probably are, a number of other organizational elements that provide a link between HRM and firm performance (Marcoulides, & Heck,R1993)
Here I would like to define what the high performance management (PM) is.
ReplyDeleteIn Armstrong point of view, goals of the high PM are enforcing the organization’s performance in productivity wise, quality-wise, level of customer service, growth and profits-wise. The practices for high performance are consisting with thorough recruitment and selecting procedures, appropriate training and development processes, comprehensive pay systems and PM processes. The whole process of high PM, can be achieved by following the high performance work system which consists with concepts of practices that strive the level of performance, engagement, motivation and skill development of the employee (Armstrong, 2014).
Yes true PM systems to positively support the organization and enhance both employee and organizational performance, (Aguinis & Gottfredson, 2011).But the reality faced by practitioners may be very different hence reflecting upon the implications of this confusion, suggest that although PM is a multi-faceted, multi-purpose process involving multiple stakeholders throughout the organization (DeNisi & Smith, 2014), Once effective performance should be defined at the individual, team and organizational levels, (Kinicki et al., 2013). Further PM system should ensure that employee and team goals are aligned to the organization’s strategic direction
DeleteDear Dinesh, You have precisely explained theory part of Performance Management and also covered in your blog by explaining how PM can be practiced in an Organization by relating the success story of McDonalds restaurant network, how individual performance goals were aligned with McDonalds visions and missions. I wish to further comment that Performance management is related with the comparison of predetermined goals and objectives with the actual output of the employees. If the company is able to achieve the desired results of the organization it shows that employees are achieving their objectives optimally otherwise there is the possibility of some under performing employees, who are not able to achieve their targets (Stredwick, 2000). According to Armstrong and Baron (1998) performance management is a strategic and integrated approach towards the performance of individuals and teams who are delivering their best for the success of the organization. Performance appraisal is the continuous process of monitoring that the organizational goals are achieved in an efficient and effective way (Tyson & York, 2002)
ReplyDeleteCertainly Upul, researchers has identified that Implementation of performance management system takes time and commitment from all involved. An important factor in the long run is the side effects of performance management systems that affect the company. Managers can learn about these factors in the long run. Effective communication and a culture of trust are vital factors for the success of performance management system. formal performance appraisal system serves as an asset in conducting formal decision process within the organization .It also helps employees, in developing their career and increasing their commitment towards their organization. (Murphy and Cleveland, 1995).There are some more aspects of PM, including: Improving motivation and morale of the employees, clarifying the expectations and reducing the ambiguity about performance, determining rewards, identifying training and development opportunities, improving communication, selecting people for promotion, managing career growths, counseling, discipline, planning remedial actions and setting goals and targets.(Bratton and Gold,2003)
DeleteIn addition to your explanation on performance management, in the current business environment it is a vital aspect and organizations all over the world are implementing various types of performance management systems (Agunis, 2013). Moreover, properly implemented performance management system offers an opportunity for the organization to integrate all HR strategies (Armstrong, 2000).
ReplyDeleteThere are number of advantages to the organization and managers which can be derived from an effective performance management system. On the contrary, poorly implemented and managed performance management system will negatively affect the organization and will result increased staff turnover, lowered self-esteem, wasted time and money, decreased motivation, increased risk of litigations and employee burnout and job dissatisfaction (Agunis, 2013).
In the current business environment, employee engagement is considered as one of the important aspects of any organization (Saks & Gruman, 2011). Organizations can gain a competitive advantage through employee engagement (Macey et al., 2009). Integration of employee engagement in to the the performance management process may result improved performance of an organization (Saks & Gruman, 2011).
Yes true employee engagement enhances organizational performance management, this segment focuses how employee engagement impacts on organizational performance in the light of various researches. A positive relationship has found in studies between employee engagement and organizational performance outcomes (employee retention, productivity, profitability, customer loyalty and safety). Integrating proper employee engagement is not a matter of overnight plan, to assimilate in proper way; an organization must have to create the air in the working space. Job autonomy, social support and coaching, performance feedback, opportunities to learn and development, task design and variety, responsibility, leadership practice, fitted values, organizational justice are some important elements that crate the environment of employee engagement. Through proper integration between performance management and employee engagement results in low levels anxiety, depression and burnout, perceive excellent physical health and positive emotions which are the sign of improved performance. Engaged employees are proactive and initiative, and set higher goals simultaneously they are motivated and accept work as fun. Their pro-social behavior encourages other to work enthusiastically because engaged worker are friendly and cooperative (Schaufeli, 2011)
DeletePerformance management plays a key role in developing organizations’ employees and effective Performance Management systems help organizations to get quality output from employees better and optimize workforce and organizational performance (Freeman 2002).Boxall and Purcell, (2003), share similar opinion with Freeman but added that Performance management assists managers to establish the true causes of problems that limit the subordinates’ performance and to develop a plan of action which when implemented removes the causes or at least minimizes the effect on the job output. Atkinson and Shaw (2006) argue that the objectives of a Performance Management are to guide on employee work behavior, improve productivity and develop capabilities on the job and prepare for future senior positions. Malcolm and Jackson (2002) discuss that effective performance management system facilitates with proper evidence to carry on productive discussions about on promotions, pay increases, training, lay-offs and transfers.
ReplyDeleteThank Saravanakanth, But the modern organization strategy is having performance management system is to create the alignment in between the organizational objectives and its subsystems to achieve the organizational objectives (McNamara, 2006). In that organization there should be a balanced performance management system to achieve the objectives. By strategically using the performance management, organizations can develop its performance standards, can develop the measures and then reports the findings further improvement and in this a continuous process keep running. Performance management is a planned process of which the five primary elements are agreement, measurement, feedback, positive reinforcement and dialogue. It is concerned with measuring outcomes in the shape of delivered performance compared with expectations expressed as objectives (Armstrong, 2009).
DeletePerformance management has to be both Strategic and Administrative. Strategic means, aligning employee behaviour with organizational goals. It communicates important business priorities and initiatives to employees. Administrative means, Performance Management results are used to make decisions about people. Ratings are inputs to other downstream decisions like rewards, promotions, potential, recognition, development and termination (Colquitt, 2017).
ReplyDeleteYes agree with you , Successful performance enhances employees’ motivation and productivity. Success obviously creates satisfaction, especially if it enables individuals to prove to themselves that they are using their abilities to the full.(Armstrong and Taylor 2014), stated that it is a commonly held and not unreasonable belief that an increase in job satisfaction results in improved performance of employees., primarily through pleasant and supportive supervision and by meeting their social needs. People are motivated to achieve certain goals and will be satisfied if they achieve these goals through improved performance (Armstrong & Taylor, 2014)
DeleteGoals influence performance levels by affecting the direction of action, the degree of effort exerted, and the persistence of action over time. For example, when an employee is told to improve quality and not make mistakes, that employee will focus his energy on producing a higher-quality product ( Miles 2012),
Performance is understood as achievement of the organization in relation with its set goals. It includes outcomes achieved, or accomplished through contribution of individuals or teams to the organization‘s strategic goals. The term performance encompasses economic as well as behavioral outcomes.
ReplyDeleteAccording to the PMP (Performance Management Process) Hand book published by State of Oklahoma Training and Development Office (no date), performance standards should be set in order to tell employees how well they have to do it. PMP Hand book further explains these set of good standards that can be used effectively to evaluate employee performance:
Quality: addresses how well the work is performed and/or how accurate or how effective the final product is.
Quantity: addresses how much work is produced.
Timeliness: addresses how quickly, when or by what date the work must be produced.
Cost-effectiveness: addresses dollar savings to the organization or working within a budget. Co
Manner: addresses the way or style in which a task is performed or produced.
Involve the employee in the development of standards. Be certain the standards describe the conditions that will be met when performance is satisfactory. For example, how well, how much, what speed, etc. is expected. Performance standards are the basis for performance evaluation and should clearly state how you and the employee will recognize when expectations have been met, exceeded, or not met (Tangen, 2004).Hence it is better that managers not rely on one set of measures to provide a clear performance target. Many firms still rely on measures of cost and efficiency, when at times such indicators as time, quality, and service would be more appropriate measures. To be effective, performance yardsticks should continuously evolve in order to properly assess performance and focus resources on continuous improvement and motivating personnel. In order to incorporate various types of performance measures some firm's develop performance measurement frameworks (Boyd, et al, 2007)
Delete