What Really Happens with Performance Management Systems

Noah P. Barsky and Garry Marchant

Chapter 4 in Best Practices in Management Accounting, 2012, pp 52-71 from Palgrave Macmillan

Abstract: Abstract CEOs are increasingly focusing on strategy implementation rather than strategy formulation as the key to ultimate success. The systems, processes and tools that managers adopt to manage organisational performance and align performance with strategic objectives form the core of strategy implementation. Otley (1999) argues that performance management frameworks provide a useful mechanism for examining holistically management control techniques used by organisations. Performance management systems span beyond simply measuring performance to include the related strategic planning and feedback processes. A key benefit of taking the performance management framework view of management control systems is that it allows for a complete rather than piecemeal evaluation of the system.

Keywords: Performance Management; Senior Manager; Performance Appraisal; Performance Measurement System; Business Objective (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-36155-3_4

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230361553

DOI: 10.1057/9780230361553_4

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().