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When the uncountable counts: An alternative to monitoring employee performance


  • Platts, K.W.
  • Sobótka, M.


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.

Suggested Citation

  • Platts, K.W. & Sobótka, M., 2010. "When the uncountable counts: An alternative to monitoring employee performance," Business Horizons, Elsevier, vol. 53(4), pages 349-357, July.
  • Handle: RePEc:eee:bushor:v:53:y::i:4:p:349-357

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    References listed on IDEAS

    1. Armstrong, Peter, 1991. "Contradiction and social dynamics in the capitalist agency relationship," Accounting, Organizations and Society, Elsevier, vol. 16(1), pages 1-25.
    2. 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.
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    Cited by:

    1. Mohammad Taghi Amini & Elham Keshavarz & Arezu Keshavarz & Seyed Mohammad Bagheri, 2016. "Prioritisation and performance evaluation of employees at strategic human resource management process using fuzzy AHP and fuzzy TOPSIS methods," International Journal of Productivity and Quality Management, Inderscience Enterprises Ltd, vol. 17(1), pages 61-81.


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