Viewing Performance

Richard Thorpe and Jacky Holloway

Chapter 18 in Performance Management, 2008, pp 249-258 from Palgrave Macmillan

Abstract: Abstract When this book was first conceived, we envisaged that this chapter would be able to bring together all the disciplines and fields of study with which we were working and present them in a single schema. Our inspiration for this was a paper by Easterby-Smith (1997) in which he examined the concept of organizational learning from a multidisciplinary perspective. What he was able to create was a template that allowed the reader to understand the concept from a range of different disciplinary perspectives. By doing so he was able to offer a more holistic understanding. As our aim was similar — namely to seek a better understanding of the often very distinct contributions relating to performance that are embedded in the diverse set of academic disciplines and traditions that focus on aspects of performance and how it can be measured and improved — we initially began by adopting the same framework used by Easterby-Smith (1997) and attempted to use his categories. Through such an approach, we aimed to gain a better understanding of what constitutes performance management, especially in multidisciplinary contexts, and by so doing to contribute to improved practice and theory.

Keywords: Performance Management; Performance Measurement System; Balance Scorecard; Human Resource Management Practice; Viewing Performance (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28894-2_18

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DOI: 10.1057/9780230288942_18

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