Increasing interest is being shown in performance measurement, in both the academic literature and by practitioners. When implementing innovative products, organisations are facing issues of how to measure and manage the performance of the products concerned and how to do so in a worthwhile way. Reviewing existing literature suggests that there has been limited research on the value of performance measurement and management processes and indeed little conceptual distinction has been made between performance measurement and performance management. A conceptual framework is developed, structured around concepts from the existing literature showing two ways of distinguishing performance measurement and performance management. Performance management processes are shown as broader than performance measurement processes and the influences of the processes on performance are also displayed, another way of differentiating between the two concepts. The framework provides a structure for a pattern matching analysis using empirical data. Empirical data collection involved four case studies, each focusing on a medical device being implemented in the UK public healthcare sector. Forty-six semi-structured interviews explored performance measurement and performance management processes in the implementation of the innovative products, as well as exploring the influences of those processes on performance of the innovative products. The findings from the thesis highlight key performance measurement and performance management processes that occur in the implementation of innovative products, finding that the two can best be distinguished by their influence, or lack of influence, on performance. Performance reporting is also highlighted as a key concept. The findings indicate that performance measurement and reporting processes alone cannot be expected to have an influence on performance, however if performance management processes occur too then they can.

The development and application of performance measurement systems for a purchasing function within a professional service company possesses a great challenge for both practitioners and academics. Despite the increasing popularity of this topic, the systems that are currently developed are rarely adequate to be applicable at the business-unit level. Furthermore, the existing productivity measures are predominantly designed to measure performance in industries where the inputs and outputs are both tangible and standardized items. Intangible and non-quantifiable factors of production cannot be reliably measured by manufacturing performance methodologies. Consequently, purchasing professionals seek tools to accurately track purchasing performances and connect it to given business strategies and objectives. This paper aims to develop a design of the performance measurement system that can be applicable onto the optimize-sourcing department of the selected firm of this study. The first section of the paper outlines key performance measurement concepts and establishes a theoretical framework that supports the following research. Subsequent questionnaires and interviews that were conducted with vital stakeholders reveal the flaws of the current performance measurement system. Conclusions derived from the interviews and questionnaires support the findings of extensive literature reviews. In the following chapters, the paper focuses on the development of the new model that overcomes limitations of the model in use. The thesis also lists additional recommendations on the implementation phase of the new model. In the final section, this paper emphasizes the limitations of the proposed model and describes potential challenges related to the implementation phase.

The theoretical part desribes some of the main concepts used in assessing human resources effectiveness especially those from the last decade written in anglo-saxon countries. There are three goals of the analytical part: comparison of the human resource management indices with international benchmarks, testing of stated hypotheses defined in cooperation with top management of the chosen company and determination of key human resources indices. Comparison and analysis are main methods used in the thesis. Beside partial recommendations there are two main indices proposed at the end to help top management to achieve goals of the business strategy.

Universiẗat, Diss.--Bamberg, 2007. / Literaturverz. S. 227 - 253.

This thesis explores the question of whether Performance Management Systems (PMS) contribute to the managing of Executive Agencies (EAs). Exploring this question empirically in the context of the Jamaican public sector, it develops a realist methodology with methods, which are applied to the study of four Jamaican Executive Agencies (JEAs). Primary research conducted in 2011 through semi-structured interviews is combined with secondary research that considers both official government and unofficial resources such as reports (official) and newspapers (unofficial). The thesis is one of very few studies to focus on JEAs, one of only two studies to explore PMS in JEAs, and the first to make a focus on PMS in JEAs the primary object of study. It therefore contributes to a very limited literature, which is, therefore, both a strength of the thesis insofar as it breaks new ground, and also a challenge. It is a challenge because the lack of available literature on JEAs with which to relate. In order to address this lack, drawing on Historical Institutionalism (HI), Path Dependency (PD) and Policy Transfer theories, it argues that it is reasonable to draw on British literature owing to the historical influences of Britain on Jamaica, their institutional and constitutional contexts and, particularly, because the agencification of the Jamaican public sector has been based on the British Next Steps Model. From reviewing the British literature an Integrative Conceptual Framework (ICF) is developed. This framework incorporates those factors deemed as critical to the development of PMS in the organisational performance management literature, (that is, both management and public management), in order to harness the structural, procedural, situational and behavioural aspects discussed in the existing literature into a single framework. The ICF is at the heart of the thesis because it influences the methods used in conducting the primary research, and the presentation of research findings. It is therefore a major contribution of the thesis, and it is recommended that this framework could be applied in other contexts (e.g. in the private sector) and locations (e.g. in countries other than Jamaica) to analyse the use of PMS for managing. By triangulating the primary research findings with secondary data, that is, existing literature on the four case studies, the ICF is applied to generate a longitudinal aspect to the study. It is also found that PMS do contribute to managing JEAs, and that the use of PMS in JEAs has evolved positively over time for managing JEAs. The research findings discuss how PMS contributes to managing the four JEAs in terms of the different components of the ICF. Based on this, the study is able to add to existing academic literature, and make recommendations to practitioners. The contribution of this thesis to literature therefore incorporates both a conceptual and theoretical aspect, and also has a practical element. Both of these, it claims, could form the basis for further research.

In Sweden the second highest division in football is named Superettan and if a footballclub participates in that division they are considered by the Swedish footballassociation an elite football club. With that comes financial requirements and newrevenue streams which demands more of the club than if it played in lower divisions.Recent studies have reported a framework in the performance management systemthat organizations can use to produce missions, control and manage resources to makethe organizations accomplish more. In this paper a resumé will describe the strategic work and work process for the nonprofit organizations operating in Superettan. The purpose of the study is to examinethe work with mission and vision, what performance management and measurementis used and how the football clubs are working with combining non-profit objectiveswith for-profit objectives. The study's conclusion has been presented, regarding the combination of non-profitobjectives and the for-profit objectives. The result has shown that the non-profitobjectives have a large impact on the for-profit objectives. All the clubs are workingwith performance measurements and most of the performance measurements whetherit´s financial or sport measurement are linked with the sport performance. The processfor setting mission and vision are similar in each participating club. The board has thefinal approval but the suggestions of mission and vision many times comes from theclub manager and different sections of the club.

Performance management, which is a core element of the New Public Management (NPM), has maintained its significance both in academic and practical perspectives for many scholars and governments, although enthusiasm for the NPM has waned since the late 1990s. There have been debates on the universality of the NPM, and the divergence argument regards the practices and trajectories of specific reforms as being shaped by the different characteristics of politico-administrative and cultural systems. Through the comparative study of performance management based on the case studies in the UK and South Korea, this thesis demonstrates that the processes of a NPM-type reform can be similar in spite of differences of politico-administrative and cultural characteristics. It examines performance management systems in the two countries in terms of the speed and nature of reform, resistance to reform, use of performance information and importance as a control mechanism. The comparison is also useful for lesson-drawing for the improvement of current systems. This research has been conducted by undertaking a wide literature review, including journal articles and government papers, and by conducting semi-structured interviews. To undertake analysis and comparison of performance management systems, the thesis looks at the Public Service Agreements (PSAs) in the UK and the Government Performance Evaluation (GPE), Financial Performance Management System (FPMS) and Performance Agreements in Korea. Case studies have been carried out with the Department of Health in the UK and the Ministry of Government Administration and Home Affairs in Korea. The PSA system has problems generated by excessive central control and lack of participation of professionals and front-line staff. In Korea all three performance management systems are based on evaluation. Departments used evaluation as a tool of exercising control, which resulted in duplication of evaluation and excessive bureaucracy. Focus on the process-oriented evaluation has undermined the value of the systems for improving public services. Whilst the two countries display differences in the fundamental approach to performance management, there are similarities in the detailed practices and trajectories in the operation of the systems. The reason for these similarities may be attributed to the strong leadership of top politicians in both countries.

In simultaneously pursuing commercial and social goals, specialist microfinance organisations (MFOs) are leading examples of social enterprises working in development. Yet evidence of the feasibility of such ‘double bottom line’ management is limited. The thesis takes a comparative case study approach to investigating the dynamics of a social enterprise model of microfinance, with particular emphasis on its role in promoting employment related goals. Case study material consists primarily of the experience of two Central Asian MFOs that participated in an action research project ‘Microfinance for Decent Work’ implemented by the International Labour Organisation (ILO). Data was obtained through participant observation, staff interviews, client level surveys, and it also includes reflective practice arising from my participation in the ILO project as a consultant to both MFOs between 2008 and 2012. The findings are mixed. One of the MFOs was more strongly internally motivated to achieve social goals, and was more successful in implementing social performance management initiatives. The other was motivated more by the goal to demonstrate social performance to external stakeholders, and was less responsive to the evidence generated. The thesis also illustrates both path dependence in the evolution of social performance management, and the limited capacity of external agencies such as the ILO to influence the institutionalisation of development management within MFOs.