Originally published as "Performance measurement and performance management", International Journal of Productivity and Performance Management Volume 54 Number 7, 2005
ISBN: 1 84544 807 3
Guest edited by: Arie Halachmi, Tennessee State University, USA.
The purpose of this Special Issue is to challenge the notion that simple performance tracking by itself is capable of improving performance.
In order to advance performance there is a need to manage performance rather than simply measure any given aspect of it across the board. Management of performance can mean in some cases measurement of effectiveness and efficiency, in others it may mean management of important stakeholders or the organizational relations with them. In still other cases, management of organizational culture and motivation may be the key to improve performance.
Examine these issues in detail in this guide to performance measurement and management.
Contents:
Performance measurement is only one way of managing performance
This article identifies performance measurement as a possible sub-system of performance management. The article suggests that resorting to performance management is in fact a return to the basic concept of management, which assumes that there is a need to do something in order to assure that the use of resources results in the attainment of desired goals.
Public performance measurement: An assessment of the state-of-the-art and models for citizen participation
This paper seeks to present an overview of the state-of-the-art of public performance measurement in the USA. The growing degree of sophistication of performance measurement tools is highlighted as well as some of the current challenges associated with implementing meaningful performance measurement systems.
Performance management in a setting of deficient output controls
By analysing the management control reforms of the recent past, the paper assesses the scope for a “decision revelation” within the Defence organisation. It develops a framework for disclosure of decentralised decision making focusing on the allocation of labour time within the fixed labour force.
Performance measurement in the public sector: the German experience
In recent public sector reforms performance measurement has been a central element in many countries. This article aims to review the use of performance measurement within the German public sector, to evaluate the state-of-the-art and to give recommendations for improvement.
Coping with targets: performance measurement in The Netherlands police
This article aims to understand why performance management schemes or targeting were introduced in the Dutch police organisation after 2002. This question is relevant for two reasons. First, Dutch political culture is traditionally not overly concerned with performance of public organisations, and second, police work seems especially averse to targeting.
The national identity as a motivational factor for better performance in the public sector: The case of the volunteers of the Athens 2004 Olympic Games
This paper seeks to concern itself with the research field of public sector performance measurement and to introduce the national identity as a performance factor, through a case study of the Athens 2004 Olympic Games
Performance measurement uncertainty on the Grand Canal: Ethical and productivity conflicts between social and economic agency?
This article aims to present an overview of how the conflicts related to economic and social agency within particular public sector performance measurement arrangements can work for and against the application of balanced scorecard style systems.
About The International Journal of Productivity and Performance Management
The International Journal of Productivity and Performance Management aims to address new developments and thinking in productivity science and performance management including new techniques, approaches and related reflective analysis designed to improve individual, group and organisational performance. It seeks to develop an understanding in and across manufacturing, service and public sector organisations.
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