Performance Measurement and Business Strategy Dissertation or Thesis by Hans

Presents original research to study the relationship between performance measurement systems and the ability of a company to devise and implement a corporate level strategy, as in the case of Vue Cinemas.
# 151760 | 18,345 words | 33 sources | APA | 2012 | GB
Published on Sep 23, 2012 in Business (Management) , Business (Human Resources) , Research Designs (General)


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Description:

This paper investigates the use of performance measurement tools in implementing corporate strategies, whether the intended corporate strategy affects the selection of performance measurement tools and how various performance measurement tools may be used to aid the implementation of corporate level strategy at an operational level. Next, the author describes the research methodology of a mixed approach using both primary research, in the context of the case study organisation Vue Cinemas, and secondary research techniques. The paper concludes that there is a significant relationship between the use of performance measurement tools and the ability of a firm to implement its intended corporate level strategy and that Vue Cinemas would benefit significantly from further customisations of their performance measurement tool. The questionnaire and the questionnaire results are included.

Table of Contents:
Abstract
Contents
Introduction
Aims and Objectives
Methodology
Research Approach
Quantitative and Qualitative Data
Data Collection
Primary Data
Sample Population
Secondary Data
Case Study Approach
Ethics, Health and Safety
Limitations
Literature Review
Definitions
Performance Measurement Systems
Strategic Formulation
Specific Strategies
Performance Measurement Systems and Culture
Performance Measurement Methods
Empirical Studies
Findings and Analysis
Interview Analysis
Questionnaire Analysis
Comparative Analysis
Conclusions
Recommendations
Project Reflections
Recommendations for Further Research
Appendix I: Performance Measurement Questionnaire
Appendix II: Questionnaire Results

From the Paper:

"Despite the level of fit between the current system and the overall strategy of the company, the level of usefulness of the tool received mixed reactions from each of the interviewees. At the one end of the spectrum, a positive view was taken of the BSC tool, here the manager considered that every decision taken within the branch could be taken in reference to the BSC tool. As such, it was seen that the BSC tool allowed such managers to turn corporate strategic thinking into every day actions which could be transmitted to grass roots level staff thus resulting in strategic thinking becoming an organisational reality. However, such a positive view was not held by all, another interviewee considered that the tool encouraged too many metrics and that the tool resulted in a confusion of where to focus resources and efforts. In addition, the manager also questioned how "balanced" the BSC tool was. Here the critical manager indicated that while they believed that the tools was useful in focusing the resources of the organisation to improve levels of performance in line with the company's customer focused strategy, the reality was that they believed it was the financial metrics dictated the level of success of an individual's career within the company."

Sample of Sources Used:

  • Alvesson, M, Deetz, S. 2000. Doing critical management research. London: Sage Publications.
  • Bhagwat, R, Sharma, M, K. 2007. Performance measurement and supply chain management: A balanced scorecard approach. Computers and industrial engineering. Vol. 53. pp43-62. Available online at: http://kertogral.etu.edu.tr/SCM_performance_measurement_balanced_score_card_2007_CAIE.pdf [Accessed on 20/01/12].
  • Bratton, J, Gold, J. 2007. Human resource management theory and practise. 4th ed. Basingstoke: Palgrave Macmillan.
  • Burney, S, M. 2008. Inductive and deductive research approach. Available online at: http://www.drburney.net/INDUCTIVE%20&%20DEDUCTIVE%20RESEARCH%20APPROACH%2006032008.pdf [Accessed on 20/01/12].
  • Cocca, P, Alberti, M. 2010. A framework to assess performance measurement systems in SMEs. International journal of productivity and performance management. Vol. 59. Iss. 2. pp186-200.

Cite this Dissertation or Thesis:

APA Format

Performance Measurement and Business Strategy (2012, September 23) Retrieved March 04, 2021, from https://www.academon.com/dissertation-or-thesis/performance-measurement-and-business-strategy-151760/

MLA Format

"Performance Measurement and Business Strategy" 23 September 2012. Web. 04 March. 2021. <https://www.academon.com/dissertation-or-thesis/performance-measurement-and-business-strategy-151760/>

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