Historical analysis of performance measurement and management in operations management

Emerald - Tập 56 Số 5/6 - Trang 384-396 - 2007
Zoe J. Radnor1, David Barnes2
1Warwick Business School, University of Warwick, Coventry, UK
2School of Management, Royal Holloway University of London, Egham, UK

Tóm tắt

PurposeThis paper seeks to take a historic perspective on performance measurement and management (PMM) within operations management (OM) across all sectors (manufacturing, service and public) in order to reflect on and undercover relevant lessons and issues about PMM in OM.Design/methodology/approachDrawing from a range of documents and experts, three historic phases were identified which reflected changing aspects of PMM in OM from the early twentieth century until today.FindingsThe analysis shows that most of PMM within OM derives from work study and productivity measurement within manufacturing during the industrial revolution. The general trend shows a movement away from performance measurement towards performance management. The paper illustrates how views of PMM have moved in three directions: the broadening of the unit of analysis; the deepening of performance measures; and the increasing range of performance measures.Research limitations/implicationsThe paper concludes by presenting four reflections and challenges including the fact that the drive for productivity still exists and there is a need to continue to develop measures across organisations which are also predictive. Finally, that lessons between private and public sectors regarding PMM are shared.Originality/valueThe paper argues that in order to evaluate the movement in the three directions effectively it is necessary to differentiate between the terms performance measurement, performance reporting and performance management.

Tài liệu tham khảo

Bourne, M., Mills, J., Wilcox, M., Neely, A. and Platts, K. (2000), “Designing, implementing and updating performance measurement systems”, International Journal of Operations & Production Management, Vol. 20 No. 7, pp. 754‐71. Cobbold, I. and Lawrie, G. (2002), “The development of balanced scorecard as a strategic management tool”, in Neely, A. (Ed.), Proceedings of the PMA Conference 2002, The Performance Measurement Association, Boston, MA. Deming, W.E. (1982), Quality, Productivity and Competitive Position, MIT Centre for Advanced Engineering Study, Cambridge, MA. Fisher, J. (1995), “Contingency‐based research on management control systems”, Journal of Accounting Literature, Vol. 14, pp. 24‐53. Haas, M.D. and Kleingeld, A. (1998), “Multilevel design of performance measurement systems: enhancing strategic dialogue through the organization”, Management Accounting Research, Vol. 10, pp. 223‐61. Hartley, J. (2002), “Organizational change and development”, in Warr, P. (Ed.), Psychology at Work, 5th ed., Penguin, Harmondsworth. Hayes, R.H. and Abernathy, W.J. (1980), “Managing our way to economic decline”, Harvard Business Review, July‐August, pp. 67‐77. Hayes, R.H. and Clark, K.B. (1986), “Why some factories are more productive than others”, Harvard Business Review, September‐October, pp. 66‐73. Herzberg, F. (1966), Work and the Nature of Man, Staples Press, London. Johnston, R. and Clark, G. (2005), Services Operations Management, 2nd ed., Pearson Education, Harlow. Juran, J. and Gryna, F.M. (1980), Quality Planning and Analysis, McGraw‐Hill, New York, NY. Kaplan, R. and Norton, D. (1992), “The balanced scorecard – measures that drive performance”, Harvard Business Review, January‐February, pp. 71‐9. Kaplan, R.S. and Norton, D.P. (2000), “Having trouble with your strategy? Then map it”, Harvard Business Review, September‐October, pp. 167‐76. Lebas, M.J. (1995), “Performance measurement and performance management”, International Journal of Production Economics, Vol. 41 No. 1, pp. 23‐35. Locke, E.A. (1982), “The ideas of Frederick W. Taylor: an evaluation”, Academy of Management Review, Vol. 7 No. 1, pp. 14‐24. McGregor, D. (1960), The Human Side of Enterprise, McGraw‐Hill, New York, NY. Maslow, A. (1954), Motivation and Personality, Harper & Row, New York, NY. Neely, A. (1998), Measurement Business Performance – Why, What and How, The Economist, London. Neely, A. (1999), “The performance measurement revolution: why now and what next?”, International Journal of Operations & Production Management, Vol. 19 No. 2, pp. 205‐29. Neely, A. and Austin, R. (2000), “Measuring operations performance – past present and future”, in Neely, A. (Ed.), Proceedings of the 2nd International Conference on Performance Measurement, Cambridge, 19‐21 July, Cranfield School of Management, Cranfield, pp. 419‐26. Neely, A., Gregory, M. and Platts, K. (1995), “Performance measurement system design: a literature review and research agenda”, International Journal of Operations & Production Management, Vol. 15 No. 4, pp. 80‐116. Neely, A., Richards, H., Mills, J., Platts, K. and Bourne, M. (1997), “Designing performance measures: a structured approach”, International Journal of Operations & Production Management, Vol. 17 No. 11, pp. 1131‐52. Pollitt, C. (2001), “Clarifying convergence”, Public Management Review, Vol. 4 No. 1, pp. 471‐92. Pollitt, C. (2003), The Essential Public Manager, Open University Press, Philadelphia, PA. Pollitt, C. (2004), Performance Information for Democracy – The Missing Link?, European Evaluation Society, Berlin. Public Services Productivity Panel (PSPP) (2000), Public Services Productivity: Meeting the Challenge, HM Treasury, London, p. 25. Radnor, Z.J. and Lovell, B. (2003), “Success factors for implementation of the balance scorecard in a NHS multi‐agency setting”, International Journal of Health Care Quality Assurance, Vol. 16 No. 2, pp. 99‐108. Roethlisberger, F.J. and Dickson, W.J. (1939), Management and the Worker, Harvard University Press, Cambridge, MA. Shewhart, W.A. (1980), Economic Control of Quality of Manufactured Product, American Society for Quality, Milwaukee, WI, (reissue edition – originally published in 1931). Skinner, W. (1974), “The focused factory”, Harvard Business Review, May‐June, pp. 113‐21. Slack, N., Chambers, S., Johnston, R. and Betts, A. (2005), Operations and Process Management, FT Prentice‐Hall, London. Smith, A. (1776), An Inquiry into the Wealth of Nations, Strahan and Cadell, London. Taylor, F.W. (1911), The Principles of Scientific Management, Harper, New York, NY. Voss, C.A. (1995), “Operations management from Taylor to Toyota – and beyond?”, British Journal of Management, Vol. 6, December, Special Issue, pp. S17‐S29.