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Performance measurement and performance management

Author: Arie Halachmi
Publisher: Bradford, England : Emerald Group Pub., ©2005.
Series: International journal of productivity and performance, v. 54, no. 7.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
The purpose of this article and of this symposium is to challenge the notion that simple performance tracking by itself is capable of improving performance. The claim of this paper is that in order to advance performance there is a need to manage performance rather than simply measure any given aspect of it across the board. Management of performance can mean in some cases measurement of effectiveness and  Read more...
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Genre/Form: Electronic books
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Arie Halachmi
ISBN: 1845448081 9781845448080
OCLC Number: 133164788
Description: 1 online resource (119 pages)
Contents: EDITORIAL ADVISORY BOARD; Editorial; Performance measurement is only one way of managing performance; Public performance measurement; Performance management in a setting of deficient output controls; Performance measurement in the public sector: the German experience; Coping with targets: performance measurement in The Netherlands police; The national identity as a motivational factor for better performance in the public sector; Performance measurement uncertainty on the Grand Canal; Diary of events.
Series Title: International journal of productivity and performance, v. 54, no. 7.
Responsibility: guest editor Arie Halachmi.

Abstract:

The purpose of this article and of this symposium is to challenge the notion that simple performance tracking by itself is capable of improving performance. The claim of this paper is that in order to advance performance there is a need to manage performance rather than simply measure any given aspect of it across the board. Management of performance can mean in some cases measurement of effectiveness and efficiency, in others it may mean management of important stakeholders or the organizational relations with them. In still other cases, management of organizational culture and motivation may.

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