Performance measurement: The state of the art

Measuring performance is a complex subject, but one which practitioners in the public sector need to get to grips with. What follows is a reader's guide to the available literature and suggestions as to how this should be approached.     

Performance measurement manipulation: cherry-picking what to correct

A common feature of managerial and financial reporting is an iterative process wherein various parties selectively correct particular measurements by challenging them and subjecting them to increased scrutiny. We model this feature by adding an agent appeal stage to the standard moral hazard model and show that it can be optimal to allow the agent to decide which performance measures to appeal, despite the agent’s incentive to cherry-pick. In the presence of measurement errors, the agent is incentivized by increased opportunities for cherry-picking that arise if he chooses the “right” vs. the “wrong” acts.

Performance management and organizational strategy: How to design systems that meet the needs of confrontation strategy firms

The link between organizational strategy and performance management system design has been examined in numerous studies. Invariably, strategy is conceptualized using archetypes developed in the 1970s and 1980s. Scholars have increasingly questioned the wisdom of relying on strategic archetypes that are plainly dated and conspicuously disconnected from the possibility of firms competing head-to-head, not out of choice but out of necessity. Cooper (1995) calls such a situation the undertaking of a confrontation strategy. Using an exploratory research design, this paper draws on nine qualitative case studies to examine how performance management systems are designed to meet and support the implementation of a confrontation strategy. Initially six firms, spanning a variety of what were expected to be mature, highly competitive industries likely to feature confrontation strategies, were recruited for participation. This initial study was then followed by a more concentrated examination of one particular industry: the banking industry. Findings from the total case study sample of nine firms lead to the presentation of an original table contrasting the unique performance management system designs associated with the three distinct strategies of cost leadership, differentiation, and confrontation. In particular, and in contrast to firms pursuing cost leadership or differentiation strategies, firms with confrontation strategies are likely to feature collaborative organizational cultures, lean organizational structures, and training and development programs that focus on developing empowered, multi-skilled teams of self-governing and coordinating employees. The exploratory intent of the paper, and thus its reliance on a small sample size of nine organizations, may limit the generalizability of the paper’s findings. In spite of this limitation, the findings offer opportunities for researchers to move beyond the exploratory approach presently adopted and empirically test the confrontation strategy and performance management system linkages proposed. Additionally, practitioners are likely to benefit from a clearer understanding of the type of performance management system design needed to support confrontation strategies.     

Performance measurement in universities: ambiguities in the use of quality versus quantity in performance indicators

Performance measurement (PM) is now common in Western universities. This is also the case in Finland, where a new funding scheme was implemented to ensure that quality was included in universities’ PM. However, this paper shows that the quality indicators in use are, in practice, quantitative. The paper is based on a large survey and has implications for university PM systems in Finland and internationally.     

Management accounting,performance measurement and strategy in English local authorities

This paper analyses the results of an extensive survey of UK local government which explored the relationship between strategy, management accounting practices (MAPs), and performance measurement techniques (PMTs). The research investigated a resource-based view of strategic capabilities and Porter’s strategic typologies. PMTs and MAPs were shown to be associated with strategic capabilities. Strategic typologies, however, were found to be only weakly associated with the use of PMTs and MAPs.     

中国国有企业业绩评价制度:回顾与思考

业绩评价制度是股东对经营者、经营者对组织内部各层级进行管理控制的重要机制。本文以中国改革开放30年来国有企业业绩评价制度演变为主题,归纳分析了中国国有企业业绩评价制度在不同时期(承包经营责任制、现代企业制度初步建立、现代产权制度等)的基本特点及其演变路径;文章还着重讨论了在科学发展观指引下国有企业业绩评价需要解决的几个理论问题。本文认为,业绩评价制度不应被简单地理解或矮化为一种用于衡量组织各级经营者"奖金数"的制度安排,它应当是构建国有企业产权管理体系、完善国有企业内部管控制度的重要组成部分。     

Performance measurement and the use of league tables: some experimental evidence of dysfunctional consequences

The practice of organisations adopting performance measurement systems that utilise a range of key performance indicators linked to various aspects of corporate strategy has become widespread. At the same time, however, many organisations are developing reporting frameworks that summarise these indicators in the form of a league table, ranking sub-units according to their achievements. The use of such league tables has the capacity to create a form of dysfunctional behaviour as managers focus primarily on their league table positions—the notion of measure fixation. This paper describes a new experiment that seeks to explore this possibility. The results suggest that information concerning the change in league table position leads to an increase in risk-seeking behaviour, particularly where a project proposal creates an opportunity for the manager's sub-unit to move to the top of the league table. This is an unintended dysfunctional consequence of using league tables within performance measurement system design.     

Performance and Merton-type default risk of listed banks in the EU: A panel VAR approach

This paper provides empirical evidence that sheds new light into the dynamic interactions between risk and efficiency, a highly debated issue. First, we estimate three alternative measures of bank performance, by employing a directional distance function framework, along with a cost frontier and a profit function. As a second step, we calculate a Merton-type bank default risk. Then, we employ a panel VAR analysis, which allows the examination of the underlying relationships between efficiency and risk without applying any a priori restrictions. Most evidence shows that the effect of a one standard deviation shock of the distance to default on inefficiency is negative and substantial. There is some evidence of a reverse causation. As part of a sensitivity analysis, we extent our study to investigate the relationship between efficiency and default risk for banks with different types of ownership structures and across financial systems with different levels of development.     

Performance implications of strategic performance measurement in financial services firms

This study examines the relation between measurement system satisfaction, economic performance, and two general approaches to strategic performance measurement: greater measurement diversity and improved alignment with firm strategy and value drivers. We find consistent evidence that firms making more extensive use of a broad set of financial and (particularly) non-financial measures than firms with similar strategies or value drivers have higher measurement system satisfaction and stock market returns. However, we find little support for the alignment hypothesis that more or less extensive measurement than predicted by the firm's strategy or value drivers adversely affect performance. Instead, our results indicate that greater measurement emphasis and diversity than predicted by our benchmark model is associated with higher satisfaction and stock market performance. Our results also suggest that greater measurement diversity relative to firms with similar value drivers has a stronger relationship with stock market performance than greater measurement on an absolute scale. Finally, the balanced scorecard process, economic value measurement, and causal business modeling are associated with higher measurement system satisfaction, but exhibit almost no association with economic performance.     

Integrating sustainability performance measurement into logistics and supply networks: A multi-methodological approach

This paper seeks to address the way in which economic and environmental performance can be measured simultaneously, taking a multi-methodological approach to the logistics and supply chain management field in order to address sustainability challenges. The multi-methodological approach relies on the merits of different methodologies, provides more flexibility in tackling problems under investigation, and tolerates inaccurate estimation of parameters during the process. An illustrative case study (Westgate Ports) is undertaken in Australia in order to examine the ways in which the multi-methodological approach is applied, and how it assists during the decision making process in the adoption of green practices for freight transport logistics. The case validates the applicability and usefulness of the approach and highlights comparative outputs of costs and carbon emissions in freight transport logistics. Rail transport is identified as giving the opportunity to study the short distance container and freight distribution network, although initially this does not appear to be the most cost-effective option. This study finds that it is better to simultaneously consider performance indicators from different perspectives and to integrate them into one model of system measurement in order for corporations to improve their sustainability performance.     

The 4% strategy revisited: a pre-commitment mean-variance optimal approach to wealth management

In contrast to single-period mean-variance (MV) portfolio allocation, multi-period MV optimal portfolio allocation can be modified slightly to be effectively a down-side risk measure. With this in mind, we consider multi-period MV optimal portfolio allocation in the presence of periodic withdrawals. The investment portfolio can be allocated between a risk-free investment and a risky asset, the price of which is assumed to follow a jump diffusion process. We consider two wealth management applications: optimal de-accumulation rates for a defined contribution pension plan and sustainable withdrawal rates for an endowment. Several numerical illustrations are provided, with some interesting implications. In the pension de-accumulation context, Bengen (1994)’s [J. Financial Planning, 1994, 7, 171–180], historical analysis indicated that a retiree could safely withdraw 4% of her initial retirement savings annually (in real terms), provided that her portfolio maintained an even balance between diversified equities and U.S. Treasury bonds. Our analysis does support 4% as a sustainable withdrawal rate in the pension de-accumulation context (and a somewhat lower rate for an endowment), but only if the investor follows an MV optimal portfolio allocation, not a fixed proportion strategy. Compared with a constant proportion strategy, the MV optimal policy achieves the same expected wealth at the end of the investment horizon, while significantly reducing the standard deviation of wealth and the probability of shortfall. We also explore the effects of suppressing jumps so as to have a pure diffusion process, but assuming a correspondingly larger volatility for the latter process. Surprisingly, it turns out that the MV optimal strategy is more effective when there are large downward jumps compared to having a high volatility diffusion process. Finally, tests based on historical data demonstrate that the MV optimal policy is quite robust to uncertainty about parameter estimates.     

Performance measures,consensus on strategy implementation,and performance: Evidence from the operational-level of organizations

In this article, we examine how consensus between operational-level managers and employees on strategy implementation affects the effectiveness of performance measures and employee performance. We use field-based surveys and proprietary archival data from a Taiwanese financial services company to answer our research questions. Consistent with the predictions of person–organization fit theory, we find that consensus on the implementation of the customer-oriented strategy is positively associated with frontline employees’ performance. Our results also indicate that the incentive effect of using performance measures in performance evaluation and promotion is stronger for employees with a higher level of consensus. Our findings suggest that consensus is critical to the success of an organization’s strategy implementation and the effectiveness of performance measures.     

A predecisional approach to the measurement of the demand for information in a performance report

Accountants are concerned with what information decision makers demand to solve problems. The research reported in this paper measures the demand for information in performance reports. The measurements are obtained by a method developed by psychologists to measure the cognitive processing of information. The evidence indicates that there is a moderate but varying level of convergence among six behavioral measures of demand and that there is a low level of demand consensus. Finally, limitations and implications of the evidence are presented.     

Performance measurement,modes of evaluation and the development of compromising accounts

In this paper we develop the concept of compromising accounts as a distinctive approach to the analysis of whether and how accounting can facilitate compromise amongst organizational actors. We take the existence of conflicting logics and values as the starting point for our analysis, and directly examine the ways in which the design and operation of accounts can be implicated in compromises between different modes of evaluation and when and how such compromises can be productive or unproductive. In doing so, we draw on Stark’s (2009: 27) concept of ‘organizing dissonance’, where the coming together of multiple evaluative principles has the potential to produce a ‘productive friction’ that can help the organization to recombine ideas and perspectives in creative and constructive ways. In a field study of a non-government organization, we examine how debates and struggles over the design and operation of a performance measurement system affected the potential for productive debate and compromise between different modes of evaluation. Our study shows that there is much scope for future research to examine how accounts can create sites that bring together (or indeed push apart) organizational actors with different evaluative principles, and the ways in which this ‘coming together’ can be potentially productive and/or destructive.     

大连:人才争夺硝烟先至

自从加入WTO后,大连成为首批对外资银行开放的城市之一.这对于一个就业人口中外贸、金融及其相关行业的人员占比相当高的城市而言,外资银行的进入将带来怎样的影响自不待言,但大连对此的反应看上去却相当平静.从前华俄道胜银行和横滨正金银行老楼所在的大广场(现在的中山广场)如今仍然是这个城市的心脏地带,绕中山广场走一圈,撞到眼帘里最多的仍然是银行的气派门脸.这些门脸背后仍然是一副气定神闲的景象.