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Handbook of Corporate Performance Management

توضیحات

A thorough and comprehensive guide to measuring and managing the performance of businesses, understanding where you are, communicating where you want to be and managing towards your longer term strategic goals. Measuring performance in a way which is linked to strategy and measures the right activities is a process which few organizations undertake, but those which do reap substantial benefits in terms of increased success.  Even fewer organizations can maintain and use their measurement system effectively, engaging the workforce in delivering success. This book will show readers how to do just that, using relevant examples from a variety of organizations including:
  • Tesco’s ‘steering wheel’- a means of displaying what is important to the organization from boardroom to store – Terry Leahy has attributed much of Tesco’s success to their performance management approach
  • EDF Energy’s highly innovative approach to cascading their ‘success maps’ down the organization, winning them a high degree of ownership and commitment to the organizational goals by involving people at all levels in the process

Taking a practical approach, and including details of processes and tools that can be adopted and customized by any organization, the authors also include guiding principles to help readers avoid the pitfalls of inappropriate performance management. The book, uniquely, combines guidance on the practical use of frameworks such as the Balanced Scorecard, with the application of measures to manage performance.


Preface xi

Acknowledgements xiii

Introduction xv

1. Performance and the Role of Measurement 1

1.1 Introduction 1

1.2 What is good performance? 1

1.3 Whose perspective? 1

1.4 Making comparisons 2

1.5 Present success and future sustainability 3

1.6 How is performance delivered? 3

1.7 The roles of a performance measurement system 5

1.8 The focus of measurement 7

1.9 The role of management and leadership 9

1.10 In summary 10

Further reading 10

2. Practical Tools for Measuring Performance 13

2.1 Introduction 13

2.2 Elements of a performance measurement system 13

2.3 The Balanced Scorecard 15

2.4 The Performance Prism 19

2.5 Objectives and success maps 20

2.6 Designing measures 24

2.7 Summary 30

Further reading 31

3. Designing the System 33

3.1 Introduction 33

3.2 A four phase life cycle 33

3.3 Design 34

3.4 How is this done in practice? 34

3.5 The debate 35

3.6 Developing the success map 37

3.7 Developing the measures 39

3.8 The next stage 40

Further reading 40

4. Managing Implementation 41

4.1 Introduction 41

4.2 Phases of implementation 41

4.3 Why does implementation succeed or fail? 41

4.4 Hurdles and blockers 45

4.5 Steps to successful implementation 46

4.6 Conclusion 48

Further reading 48

5. Assessing and Managing Change 51

5.1 Introduction 51

5.2 Change in context 51

5.3 Assessing resistance to change 53

5.4 Return on management 54

5.5 Assessing likelihood of implementation 55

5.6 Conclusion 58

Further reading 58

6. Target Setting 59

6.1 Introduction 59

6.2 Why do you set targets? 59

6.3 Ten common problems 60

6.4 The target setting wheel 62

6.5 Closing remark 65

Further reading 65

7. Linking Rewards to Performance 67

7.1 Introduction 67

7.2 Pitfalls 67

7.3 Linking rewards to performance 71

7.4 Examples 75

7.5 Summary 78

Further reading 78

8. Managing with Measures – Statistical Process Control 81

8.1 Introduction 81

8.2 Variation and our reaction 81

8.3 Statistical process control 83

8.4 Performance and performance improvement 91

Further reading 92

9. Using Measures – Performance Reviews 93

9.1 Introduction 93

9.2 The Performance planning value chain 93

9.3 Performance reviews 99

Further reading 104

10. Using Measures to Manage – Challenging Strategy 105

10.1 Introduction 105

10.2 Company examples 105

10.3 Testing success maps in practice 109

10.4 Testing in theory and practice 113

10.5 Behavioural issues 117

10.6 Conclusion 118

Further reading 118

11. Keeping Your Measurement Process up to Date 119

11.1 Introduction 119

11.2 Keeping the process up to date 119

11.3 When do you update targets? 119

11.4 Revising measures 122

11.5 Reviewing the measures in line with your success map 123

11.6 Reflecting on your strategy 124

11.7 Challenging strategy 125

11.8 Overcoming barriers to updating your system 126

11.9 Summary 133

Further reading 133

12. Measuring Performance of People 135

12.1 Introduction 135

12.2 Essential elements for high performance 135

12.3 Measuring employee satisfaction and engagement 136

12.4 Performance appraisals 141

12.5 HR performance measures 145

12.6 Acting on results 147

Further reading and sources of information 147

13. Measuring Customers 149

13.1 Introduction 149

13.2 What are you measuring? 149

13.3 Using customer feedback 157

13.4 Summary 160

Further reading 161

14. Measuring Process Performance 163

14.1 Introduction 163

14.2 A process framework 163

14.3 Process measurement 164

14.4 Key process measures 165

14.5 Summary 169

Further reading 169

15. Measuring Competence and Resource Development 171

15.1 Introduction 171

15.2 Defi ning terms 171

15.3 Why measure resource and competence development? 172

15.4 A framework for displaying the relationship between resources and competences 176

15.5 Conclusion 183

Further reading 184

16. Measuring Financial Performance 185

16.1 Introduction 185

16.2 A shareholder perspective 186

16.3 Key shareholder ratios 189

16.4 Accounting ratios 191

16.5 Management ratios 194

16.6 Conclusion 196

Further reading 196

17. Measuring Sustainability 197

17.1 Introduction 197

17.2 What are ‘sustainability’ and ‘corporate responsibility’? 197

17.3 What are the benefits? 199

17.4 Building sustainability into your business 201

17.5 Conclusion 206

Further reading and sources of information 206

18. Creating a Culture of High Performance 209

18.1 Introduction 209

18.2 Creating the right environment 209

18.3 Creating the right culture 210

18.4 Recruiting the right people 212

18.5 What motivates? 214

18.6 Dealing with underperformers 215

18.7 Understanding your influence 216

18.8 Direction setting and engagement 217

18.9 Communication 218

18.10 Conclusion 219

Further reading 219

19. Leadership Vignettes 221

19.1 Introduction 221

19.2 Paul Woodward – Chief Executive, Sue Ryder Care 221

19.3 PY Gerbeau – Chief Executive, X-Leisure 223

19.4 Richard Boot OBE – IRC Global Executive Search Partners 225

19.5 David Child 227

19.6 Baroness Sally Greengross 229

19.7 Charles Carter 231

19.8 Nigel Bond – CEO, Domino Printing Sciences 232

19.9 Mark Lever – CEO, National Autistic Society 236

19.10 Mike Ophield 239

19.11 Andy Wood – Chief Executive, Adnams plc 242

20. Bringing It All Together 245

20.1 Introduction 245

20.2 Performance measurement 245

20.3 Performance management 246

20.4 Performance leadership 248

Further reading 251

Index 253