Performance Measures

Paper Summary:

In this study, the writer notes that performance measures have long been utilized in both the private and public sectors. The widespread use of performance measures exist because there are a plethora of benefits associated with such measures. In this study, the main foci are performance measurement, reward systems and job satisfaction. The research contained in this discussion is evidentiary of a definitive relationship between performance measurement and employee attitudes concerning job satisfaction. One can also conclude from this discussion that job satisfaction is directly associated with, motivation, expectancy, and reward systems. The writer points out that researchers have consistently found that people are motivated by both intrinsic and extrinsic values as it relates both to job satisfaction and performance in the workplace. Further, the writer notes that intrinsic motivation pertains to personal goals and objectives while extrinsic motivation is associated with both monetary and non-monetary rewards.

Table of Contents:
Introduction to the Literature Review
An Overview and Purpose
Organization of the Review, Scope, and Library Research Plan
Organization of the Review
Library Research Plan
Interest, Significance, and Rationale for the Critical Analysis
Review of the Literature
Introduction
Frameworks for Performance Measurement
Overview
Financial Performance Measures (DuPont Pyramid)
Performance Measurement Matrix
Strategic Measurement and Reporting Technique (SMART)
Macro Process Model of the Organization
The Balanced Scorecard
Individual Job Performance and Performance Measurement
Contextual Performance
Task Performance
Adaptive Performance
Conducting Ratings/Appraisals and the Ratings Formats Utilized
Graphic Rating Scales (GRS)
Behaviorally Anchored Ratings Scales (BARS)
Mixed Standard Scales (MSS)
Performance Distribution Assessment Method
Computerized Adaptive Rating Scales (CARS)
Rewards Related to Performance: Impact on Employees
Rewards for performance
Risks associated with Rewards for Performance Systems
Examples of Rewards for Performance Systems
Function of Monetary Rewards
Function of Non-monetary Rewards
Implications for Rewards for Performance Systems
Implementation of balanced Incentives
Cultivating a culture of Commitment to Improve Performance
Job Satisfaction
Discussion of the Literature
Summary and Interpretations
Theoretical Literature
Empirical Literature
Conclusions
Recommendations
Theoretical Reformulations
Empirical Studies

From the Paper:

"In addition, after studying performance measurements within service industries Fitzgerald et al. developed a framework placing measures into two basic types. These measures include those that are correlated to results such as competitiveness and financial performance and those measures that concentrate on the determinants of those results such as flexibility, quality and resource utilization. The author points out that this structure is representative of the idea of causality, demonstrating that results acquired are a utility of past business performance correlated to particular determinants. In addition, this type of performance measurement structure is representative of the need to recognize the drivers of performance so that desired performance outcomes can be realized."

Sample of Sources Used:

• Bruns, W. (1998). Profit as a performance measure: Powerful concept, insufficient measure. Performance Measurement - Theory and Practice: The First International Conference on Performance Measurement, 14-17 July, Cambridge.
• Bourne, M., Mills, J., Wilcox, M., Neely, A., and Platts, K. (2000). Designing, implementing and updating performance measurement systems. International Journal of Operations and Production Management,20 (7), 754-71.
• Brown, M. G. (1996). Keeping score: Using the Right Metrics to Drive World-Class Performance. New York: Quality Resources.
• Curry J. P., Wakefield D. S., Price J. L., & Mueller C. W. ( 1986). "On the causal ordering of job satisfaction and organizational commitment". Academy of Management Journal, 29, 847-858.
• Brannick, M. T., Salas, E., & Prince, C. (Eds.). (1997). Team Performance Assessment and Measurement: Theory, Methods, and Applications. Mahwah, NJ: Lawrence Erlbaum Associates. Retrieved April 22, 2007, from Questia database: http://www.questia.com/PM.qst?a=o&d=28163881

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