Performance measurement of professional services: a case of Malaysia
Performance measures allow companies to allocate economic responsibilities and decision rights, set performance targets, and reward target achievement (Merchant & Van der Stede, 2007). information for performance measurement and control can serve for decision-making,...
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Main Authors: | , , |
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Format: | Book Section |
Language: | English |
Published: |
Penerbit UTM Press
2009
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Subjects: | |
Online Access: | http://eprints.utm.my/id/eprint/14765/1/Mohd.NoorAzli2009_PerformanceMeasureofProfessionalServicesaCase.pdf http://eprints.utm.my/id/eprint/14765/ |
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Summary: | Performance measures allow companies to allocate economic
responsibilities and decision rights, set performance targets, and
reward target achievement (Merchant & Van der Stede, 2007).
information for performance measurement and control can serve for
decision-making, planning and control, signalling, education and
learning, and external communication (Simons, 2000). Performance
measurement and management refer to goal definition, strategy
development, benchmarking, human resource management, and
feedback processes of learning organizations (Otley, 1999).
Performance measurement is an integral part of the planning
and control cycle (Barnard, 1962) since a long time ago and
managers must have been planning and controlling the deployment of
resources since the first organization was established (Neely, 1999).
the importance of performance measurement has been recognised
and many frameworks have been developed such as Performance
Measurement Matrix (Keigen et al., 1989), SMART (Cross & Lynch,
1989), Performance Measurement Questionnaire (Dixon et al., 1990)
and Balance Scorecard (Kaplan & Norton, 1992). Furthermore, the
Balance Scorecard is probably the best known of the raft of multi-
dimensional performance measurement frameworks developed in the late 1980s and early 1990s (Bourne, 2008). |
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