Performance Management and Measurement in Public Organisations - Mensah, William;Babu, George
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It was researched using qualitative methods, applying the Action Research design. The research identified that primarily using financial performance management and measurement systems, without using non-financial measures is not optimum performance.This approach misses the benefits of the non-financial system, consisting of the financial systems, customer, internal business processes, and learning and growth perspectives. Organisations operating with a view of delivering monetary value for its stakeholders by using only financial measurements, cannot deliver the relevant satisfaction for…mehr

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Produktbeschreibung
It was researched using qualitative methods, applying the Action Research design. The research identified that primarily using financial performance management and measurement systems, without using non-financial measures is not optimum performance.This approach misses the benefits of the non-financial system, consisting of the financial systems, customer, internal business processes, and learning and growth perspectives. Organisations operating with a view of delivering monetary value for its stakeholders by using only financial measurements, cannot deliver the relevant satisfaction for shareholders, customers, or fully satisfy the employees. The researcher recommends a comprehensive and integrated performance management system, combining the Balanced Scorecard (BSC) and the Performance Management for Turbulent Environment (PM4TE) approaches. The benefits of this approach would ensure that Public Sector organisations in Ghana would have a versatile and holistic standard of performance management.
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Autorenporträt
Holds a Doctorate in Business Administration (DBA) from the SMC University. Has 33 years working experience with Public Sector organisations. Involves in training executives in Strategic Leadership, Change Management and Performance Management and Measurement.