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Quality improvement and redesign of performance measurement systems: an application to the academic field

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  • Fiorenzo Franceschini
  • Elisa Turina

Abstract

The increasing competition both in the public and private sectors gave rise to a growing interest in quality improvement and in designing and implementing Performance Measurement Systems (PMS). Academic organizations also recognized the need for implementing performance measurement systems. Some recent works on PMS in the higher education make use of the Kaplan and Norton’s Balanced Scorecard (BSC) to translate the characteristic strategic goals (e.g. research and teaching excellence) into performance measures. However, a PMS needs to be updated when external or internal changes influence the organization modus operandi. In this way a continuous quality improvement of organization performance is required. This paper describes a methodology based on the BSC model to redesign a current PMS. In detail, a reference BSC-check matrix is proposed. A “mapping analysis” of the current PMS is developed to understand if all the operational aspects involved in goals achievement are considered and if proper indicators have been defined. As an example, the methodology is applied to a Department of the authors’ own University. The paper shows also how the proposed approach can be extended to other contexts. Copyright Springer Science+Business Media B.V. 2013

Suggested Citation

  • Fiorenzo Franceschini & Elisa Turina, 2013. "Quality improvement and redesign of performance measurement systems: an application to the academic field," Quality & Quantity: International Journal of Methodology, Springer, vol. 47(1), pages 465-483, January.
    • Handle: RePEc:spr:qualqt:v:47:y:2013:i:1:p:465-483
    DOI: 10.1007/s11135-011-9530-1
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    References listed on IDEAS

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    1. Ulrich Schmoch & Torben Schubert & Dorothea Jansen & Richard Heidler & Regina von Görtz, 2010. "How to use indicators to measure scientific performance: a balanced approach," Research Evaluation, Oxford University Press, vol. 19(1), pages 2-18, March.
    2. 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.
    3. Franceschini, Fiorenzo & Maisano, Domenico A., 2010. "Analysis of the Hirsch index's operational properties," European Journal of Operational Research, Elsevier, vol. 203(2), pages 494-504, June.
    4. Fiorenzo Franceschini & Maurizio Galetto & Domenico Maisano, 2007. "Management by Measurement," Springer Books, Springer, number 978-3-540-73212-9, January.
    5. Ozkan Tutuncu & Deniz Kucukusta, 2010. "Canonical correlation between job satisfaction and EFQM business excellence model," Quality & Quantity: International Journal of Methodology, Springer, vol. 44(6), pages 1227-1238, October.
    6. Fiorenzo Franceschini & Maurizio Galetto & Domenico Maisano, 2006. "Classification of performance and quality indicators in manufacturing," International Journal of Services and Operations Management, Inderscience Enterprises Ltd, vol. 2(3), pages 294-311.
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    Cited by:

    1. Noor Azmi Bin Hashim & Aliyu Olayemi Abdullateef & Bashir Danlami Sarkindaji, 2015. "The Moderating Infl uence of Trust on the Relationship between Institutional Image/Reputation, Perceived Value on Student Loyalty in Higher Education Institution," International Review of Management and Marketing, Econjournals, vol. 5(3), pages 122-128.
    2. Fahmi Fadhl Al-Hosaini & Saudah Sofian, 2015. "A Review of Balanced Scorecard Framework in Higher Education Institution (HEIs)," International Review of Management and Marketing, Econjournals, vol. 5(1), pages 26-35.
    3. M. Díaz-Fernández & M. González-Rodríguez & Biagio Simonetti, 2015. "Top Management Teams’ demographic characteristics and their influence on strategic change," Quality & Quantity: International Journal of Methodology, Springer, vol. 49(3), pages 1305-1322, May.

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