Quest for Balance: The Human Element in Performance Management Systems
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- Wiley
More About This Title Quest for Balance: The Human Element in Performance Management Systems
English
Explains the competencies a manager must possess in order to use a balanced scorecard.
* Features case studies of corporations who have successfully used the human element when implementing the balanced scorecard as a PMS.
* Features case studies of corporations who have successfully used the human element when implementing the balanced scorecard as a PMS.
English
Andre´ A. de Waal is a partner with Mulland Consulting Group, the Netherlands. He has master's degrees in chemistry and business administration, a doctoral degree in economics, and is certified in production and inventory management. As a consultant, he has focused on projects including the selection and implementation of production, logistic, and financial software packages; cost analyses; and designing logistic concepts and information technology infrastructures. He recently worked on a benchmark study for a Dutch multinational performed in Japan, Germany, and the United States. De Waal has published over forty articles and twelve books on the topic of performance management.
English
Introduction.
Part One: BEHAVIORAL FACTORS.
1. Brief History of Performance Management Systems.
Purpose of Performance Management Systems.
Development of Performance Management Systems.
Benefits of Performance Management Systems.
Issues with Critical Success Factors, Key Performance Indicators, and the Balanced Scorecard.
Importance of Behavioral Factors.
2. Identifying the Behavioral Factors.
Criteria for Regular Use.
Behavioral Factors.
Performance Management System.
Controlled System.
Controlling System.
Internal Environment.
External Environment.
Overview of Behavioral Factors.
Operationalizing the Behavioral Factors.
3. Cases.
Description of the Case Studies.
Academic Hospital Utrecht.
Kadaster.
European IT Services.
Analysis of Case Studies.
Part Two: MANAGEMENT STYLES.
4. Relationship Between Performance Management System Uses and Management Styles.
Performance Management System Uses.
Management Styles.
Assumptions.
Detailing of Management Styles.
Organizational Performance.
Type of Organization.
Age and Experience of Managers.
5. Performance Management System and Managerial Behavior Survey.
Description of the Survey.
Analysis of the Survey.
Results of the Survey.
Interview Results.
Discussion of Results.
Conclusion.
APPENDICES.
Appendix A: Case Study Protocol.
Appendix B: Questionnaire.
Index.
Part One: BEHAVIORAL FACTORS.
1. Brief History of Performance Management Systems.
Purpose of Performance Management Systems.
Development of Performance Management Systems.
Benefits of Performance Management Systems.
Issues with Critical Success Factors, Key Performance Indicators, and the Balanced Scorecard.
Importance of Behavioral Factors.
2. Identifying the Behavioral Factors.
Criteria for Regular Use.
Behavioral Factors.
Performance Management System.
Controlled System.
Controlling System.
Internal Environment.
External Environment.
Overview of Behavioral Factors.
Operationalizing the Behavioral Factors.
3. Cases.
Description of the Case Studies.
Academic Hospital Utrecht.
Kadaster.
European IT Services.
Analysis of Case Studies.
Part Two: MANAGEMENT STYLES.
4. Relationship Between Performance Management System Uses and Management Styles.
Performance Management System Uses.
Management Styles.
Assumptions.
Detailing of Management Styles.
Organizational Performance.
Type of Organization.
Age and Experience of Managers.
5. Performance Management System and Managerial Behavior Survey.
Description of the Survey.
Analysis of the Survey.
Results of the Survey.
Interview Results.
Discussion of Results.
Conclusion.
APPENDICES.
Appendix A: Case Study Protocol.
Appendix B: Questionnaire.
Index.
