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When the uncountable counts: An alternative to monitoring employee performance

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  • Platts, K.W.
  • Sobótka, M.
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    Abstract

    This article presents an alternative viewpoint to the accepted wisdom that detailed performance measurement of individual employees is necessary to achieve superior performance. As we reveal, managers of a market-leading German energy distribution company do not utilize performance measures to manage the performance of their employees; rather, operational excellence is achieved through mechanisms ultimately based on trust and responsibility. Building on observations at this firm, we put forward a set of proposed characteristics of companies that may not require formalised individual performance measurement systems in order to achieve high performance standards.

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    File URL: http://www.sciencedirect.com/science/article/B6W45-4YP16YB-1/2/bab0e616fc5299b640d4c65f88b3a797
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    Bibliographic Info

    Article provided by Elsevier in its journal Business Horizons.

    Volume (Year): 53 (2010)
    Issue (Month): 4 (July)
    Pages: 349-357

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    Handle: RePEc:eee:bushor:v:53:y::i:4:p:349-357

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    Web page: http://www.elsevier.com/locate/bushor

    Related research

    Keywords: Performance management Balanced Scorecard Gas and electricity distribution;

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    1. Schmitz, J. & Platts, K. W., 2004. "Supplier logistics performance measurement: Indications from a study in the automotive industry," International Journal of Production Economics, Elsevier, vol. 89(2), pages 231-243, May.
    2. Armstrong, Peter, 1991. "Contradiction and social dynamics in the capitalist agency relationship," Accounting, Organizations and Society, Elsevier, vol. 16(1), pages 1-25.
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