Performance measurement: flying in the face of fashion

Robert Johnston, Lin Fitzgerald

International Journal of Business Performance Management, 2001, vol. 3, issue 2/3/4, 181-190

Abstract: This exploratory paper suggests that the current fashion for balanced, integrated performance measurement systems has led to managers focusing on improving the accuracy of the measures used rather than managing the business. Using a grounded theory approach, based on one of six "successful" service organisations identified in an earlier study, this empirical study shows one organisation that has resisted this trend. To ensure that time is not wasted on unnecessary accuracy the organisation uses "good enough" and relevant measures focused on action and improvement. The measures used not only evaluate initiatives but encourage them and the sharing of information and ideas. For this organisation performance measurement was clearly a facilitator not the raison d'etre.

Keywords: performance measurement; service organisations; change; good enough. (search for similar items in EconPapers)
Date: 2001
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=98 (text/html)
Access to full text is restricted to subscribers.

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:ids:ijbpma:v:3:y:2001:i:2/3/4:p:181-190

Access Statistics for this article

More articles in International Journal of Business Performance Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().