Critical evaluation of project‐based performance management

International Journal of Productivity and Performance Management - Tập 62 Số 4 - Trang 407-419 - 2013
David Parker1, A. Verlinden2, R. Nussey1, Marilyn Ford2, Raghuvar D. Pathak3
1Business School, University of Queensland, Brisbane, Australia
2School of Psychology, University of Queensland, Brisbane, Australia
3The Graduate School of Business, The University of the South Pacific, Suva, Fiji

Tóm tắt

PurposeThe purpose of this paper is to evaluate project‐based management in the context of interventions to initiate improved organisation performance.Design/methodology/approachThe work draws on literature from project management, change management (CM) and performance management.FindingsResults identify the interrelated aspects of project management, CM, and performance management. Conclusions indicate that improved organizational performance and increased productivity would be achieved by adopting an integrative approach to project‐based interventions.Research limitations/implicationsFurther research into specific integrated techniques and tools for delivering change would be valuable with particular focus on technical contributions to CM. Moreover, the PM field could gain from utilising CM processes in implementation of projects.Practical implicationsWhilst a number of theories of CM are widely accepted, literature suggests they are falling short of their endeavours as a result of the theories lacking a useful framework to successfully plan, implement and manage change.Social implicationsThe rapidly changing business environment has required organisations to seek out effective processes, tools and techniques to implement successful change. Whilst there is a significant body of literature surrounding CM, the high failure rate of change interventions suggests improvements could be made to its management, monitoring and control. The analytical focus of this research was in how the common and most utilised CM models could be improved with PM processes, in order to appropriately deliver successful change.Originality/valueThis article critically argues the value of project‐based management in the CM process, with particular focus on the Project Management Book of Knowledge (PMBoK). As such, change interventions to bring about improved organizational performance can be considered a project; as such, a new approach to project‐based change interventions is proposed.

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International Journal of Productivity and Performance Management

Tập 62 Số 4

407-419

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