ANALISYS OF PROCESS PERFORMANCE MEASUREMENT MODELS
Abstract
In the literature, there are number of models that provide guidelines for the performance measurement system development and examine performance measurement problems from different perspectives. In this paper, some of the most important performance measurement models are considered. Furthermore, comparative analysis of these models, according to 11 criteria, was done. It was noticed that the majority of models takes into account the strategy or goals while determining performance but most of them don’t specify performance indicators and only give an indication for their determination. Also, none of models link directly organizational goals and proces performance indicators, which would allow model flexibility and adaptibility. On this basis, the need to develop a new model that would overcome these shortcomings was identified, and this represents a direction for further research.
References
Antonucci, Y. L., Bariff, M., Benedict, T., Champlin, B., Downing, B., Franzen, J., Madison, D., Lusk, S., Spanyi, A., Treat, M., Zhao, L., & Raschke, R. (2009). Guide to the Business Process Management Common Body of Knowledge. Chicago: ABPMP.
Bellman, R., Droemer, D., Lohmann, M., & Miller, C. (1994). Performance Measurement Process Guidance Document. Las Vegas: Department of Energy.
Brown, M. G. (1996). Keeping Score: Using the Right Metrics to Drive World-Class Performance. New York: Quality Resources.
Cooper, R., & Kaplan, R. (1991). Profit priorities from activity-based costing. Harvard Business Review, 69(3), 130–135.
Charnes, A., Cooper, W., & Rhodes, E. (1978). Measuring the efficiency of decision making units. European Journal of Operational Research, 2(6), 429–444. doi:10.1016/0377-2217(78)90138-8
Dumond, E. J. (1994). Making Best Use of Performance Measures and Information. International Journal of Operations and Production Management, 14(9), 16–31. doi: 10.1108/01443579410066712
Fitzgerald, L., Johnston, R., Brignall, T. J., Silvestro, R., & Voss, C. (1991). Performance Measurement in Service Businesses. London: CIMA.
Franceschini, F., Galetto, M., & Maisano, D. (2007). Management by measurement: Designing key indicators and performance measurement systems. New York: Springer Berlin Heidelberg.
Ghalayini, A. M., & Noble, J. S. (1996). The changing basis of performance measurement. International Journal of Operations and Production Management, 16(8), 63–80. doi:10.1108/01443579610125787
De Guerny, J., Guiriec, J. C., & Lavergne, J. (1990). Principes et Mise en Place du Tableau de Bord de Gestion. Paris: J. Delmas.
Judson, A. S. (1990). Making Strategy Happen, Transforming Plans into Reality. London: Basil Blackwell.
Kaplan, S. R., & Norton, D. P. (1993). Putting the Balanced Scorecard to Work. Harvard Business Review, 71(5), 134–147.
Kanji, G. K. (2002). Performance measurement system. Total Quality Management, 13(5), 715–728. doi: 10.1080/0954412022000002090
Keegan, D. P., Eiler, R. G., & Jones, C. R. (1989). Are your performance measures obsolete? Management accounting, 70 (12), 45–50.
Kennerley, M., & Neely, A. (2002). Performance measurement frameworks: a review. In: A. Neely (ed.), Business performance measurement: Unifying theories and integrating practice (pp. 145–154). Cambridge: Cambridge University Press.
Kueng, P. (2000). Process performance measurement system: a tool to support process-based organizations. Total Quality Management, 11(1), 67–85. doi: 10.1080/0954412007035
Ljungberg, A. (2002). Process measurement. International Journal of Physical Distribution and Logistics Management, 32(4), 254–287. doi: 2048/10.1108/09600030210430642
Lynch, R. L., & Cross, K. F. (1995). Measure Up!: How to Measure Corporate Performance. Oxford: Blackwell Publishers.
Neely, A. D, Gregory, M., & Platts, K. (2005). Performance measurement system design: a literature review and research agenda. International Journal of Operations and Production Management, 25(12), 1228–1263. doi: 10.1108/01443570510633639
Neely, A., Mills, J., Platts, K., Richards, H., Gregory, M., Bourne, M., & Kennerley, M. (2000). Performance measurement system design: developing and testing a process-based approach. International Journal of Operations and Production Management, 20(10), 1119–1145. doi: 10.1108/01443570010343708
Rouse, P., & Putterill, M. (2003). An integral framework for performance measurement. Management Decision, 41(8), 791–805. doi: 2048/10.1108/00251740310496305
Savić, G. (2012). Komparativna analiza efikasnosti u finansijskom sektoru (doktorska disertacija). Beograd: FON.
Sikavica P., & Hernaus, T. (2011). Dizajniranje oganizacije - strukture, procesi, poslovi. Zagreb: Novi informator.
Sinclair, D., & Zairi, M. (1995). Effective process management through performance measurement: Part III – an integrated model of total quality-based performance measurement. Business Process Re-engineering and Management Journal, 1(3), 50–65.
Striteska, M., & Spickova, M. (2012). Review and Comparison of Performance Measurement Systems. Journal of Organizational Management Studies, 2012 (2012), 1–13. doi: 10.5171/2012.114900
Tangen, S. (2004). Performance Measurement: From Philosophy to Practice. International Journal of Productivity and Performance Management, 53 (8), 726–737. doi: 2048/10.1108/17410400410569134
Taticchi, P., Cagnazzo, L., Santantonio, M., & Tonelli, F. (2010). A framework for performance measurement and management based on axiomatic design and analytical hierarchy process. In: P. Taticchi (ed.), Business performance measurement and management – new contexts, themes and challenges (pp. 229–240). Berlin: Springer-Verlag Berlin Heidelberg.
Towers, S. (2005). In the beginning. In: S. Towers, & M. McGregor (eds.), In Search of BPM Excellence (pp. 8–12). Tampa: Meghan-Kiffer Press.
Wisner, J.D., & Fawcett, S.E. (1991). Linking firm strategy to operating decisions through performance measurement. Production and Inventory Management Journal, 32(3), 5–11.
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).