AbstractMany articles have been written on the design and implementation of performance measurement systems. In this regard literature also indicates the high failure rate associated with implementation. When the various issues assigned to failure are analysed, a number of these issues can be categorised as systemic issues. This research defines these systemic issues as contextual issues – those issues outside of a performance measurement system, yet having an impact on its functioning and performance as a system. This research explains how systems theory was used to construct a model that defines twelve contextual entities, seen as key entities influencing the functioning of a performance measurement system. These twelve entities are organisational culture, management commitment and support, information architecture, performance measurement process owner, overall status of IT/IS, organisational structure, evaluation process and information flow, performance management system, strategic planning process, policies and procedures, “other” measurement processes, and resources. The model also defines the relationship between each of these entities and a performance measurement system. When the model is applied in practice it determines the strength of the relationship between each entity and a performance measurement system. Based on the strength of each relationship, an organisational learning experience is created that provides a perspective on the performance measurement readiness of an organisation. This study focuses on strengthening the relevancy and applicability of the model by applying the model at two public universities in South Africa. The specific research focus was to generate an understanding of whether different contexts prompted any changes to the model. The research concludes by indicating that context changed the model in minor ways and also that the universities perceived the model to be relevant. Based on these findings stronger claims can thus be made in terms of the model’s relevancy and applicability.
|Date of Award||1 Apr 2008|
|Supervisor||John Davies (Supervisor)|
Developing a model that defines the relationship between a performance measurement system and other organisational entities
De Wet, E. (Author). 1 Apr 2008
Student thesis: Doctoral Thesis › Doctor of Business (DBA)