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Modelling A Successful Performance Measurement System

Author

Listed:
  • Martin Broad

    (University of Southampton)

  • Seyed Mohammad Javadi

    (University of Southampton)

Abstract

The performance measurement system (PMS) is one of the complex but most important systems in every organization. Adopting a PMS is not a simple technical procedure and takes lots of time, efforts and resources. Besides, poorly managing the PMSs risk being burdensome without helping to reach the objectives. But, could an organization really have a successful PMS without a deep understanding of its requirements and critical success factors (CSFs)? and what are the barriers/enables to the achievement of a successful PMS? These are important issues which often less noticed in practice. If a PMS is not well adopted it would not bear fruit. Therefore, recognizing requirements and CSFs of PMSs are among of the major challenges confronting PMSs and contribute significantly to their success in this highly competitive environment. This paper identifies and analyzes the most important challenges and CSFs confronting a PMS and introduces a “successful PMS model”. This model lays down a path for a PMS works efficiently and being successful within organizations. Furthermore, performance measurement frameworks and, in particular, the balanced scorecard (as the most popular framework) are scrutinized in this paper

Suggested Citation

  • Martin Broad & Seyed Mohammad Javadi, 2009. "Modelling A Successful Performance Measurement System," Business & Economic Review, Institute of Management Sciences, Peshawar, Pakistan, vol. 1(1), pages 29-39, April.
    • Handle: RePEc:bec:imsber:v:1:y:2009:i:1:p:29-39
    DOI: .
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    References listed on IDEAS

    as
    1. Laitinen, Erkki K., 2002. "A dynamic performance measurement system: evidence from small Finnish technology companies," Scandinavian Journal of Management, Elsevier, vol. 18(1), pages 65-99, March.
    2. Brush, Candida G. & Vanderwerf, Pieter A., 1992. "A comparison of methods and sources for obtaining estimates of new venture performance," Journal of Business Venturing, Elsevier, vol. 7(2), pages 157-170, March.
    3. Waggoner, Daniel B. & Neely, Andy D. & P. Kennerley, Mike, 1999. "The forces that shape organisational performance measurement systems: An interdisciplinary review," International Journal of Production Economics, Elsevier, vol. 60(1), pages 53-60, April.
    Full references (including those not matched with items on IDEAS)

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