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Performance measurement: flying in the face of fashion

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  • Robert Johnston, Lin Fitzgerald

Abstract

This exploratory paper suggests that the current fashion for balanced, integrated performance measurement systems has led to managers focusing on improving the accuracy of the measures used rather than managing the business. Using a grounded theory approach, based on one of six "successful" service organisations identified in an earlier study, this empirical study shows one organisation that has resisted this trend. To ensure that time is not wasted on unnecessary accuracy the organisation uses "good enough" and relevant measures focused on action and improvement. The measures used not only evaluate initiatives but encourage them and the sharing of information and ideas. For this organisation performance measurement was clearly a facilitator not the raison d'etre.

Suggested Citation

  • Robert Johnston, Lin Fitzgerald, 2001. "Performance measurement: flying in the face of fashion," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 3(2/3/4), pages 181-190.
    • Handle: RePEc:ids:ijbpma:v:3:y:2001:i:2/3/4:p:181-190
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