The effect of comprehensive performance measurement systems on role clarity, psychological empowerment and managerial performance

By Matthew Hall. 2008

656 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0a9bd7133e065ef0449ef4f9cd91b219545a8371

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Citations in the corpus

How to fuel employees’ prosocial behavior in the hotel service encounter (2020, background): “Based on the service-profit chain model, enhancing growth and profitability of a firm starts from enhancing internal service quality (Heskett et al., 2008).”
Performance measurement, modes of evaluation and the development of compromising accounts (2013, background): “5 studies focusing on the attributes of various performance metrics and their effects on individual and organizational performance (see, for example, research on subjectivity (Gibbs, Merchant, Van der Stede & Vargus, 2004; Moers, 2005), comprehensiveness (Hall, 2008) and financial/non-financial meas”
Using performance measures conceptually in innovation control (2011, background): “Furthermore, implementing a comprehensive set of performance measures helps managers divide their attention between different organizational objectives (Ullrich and Tuttle 2004), and it influences their cognition and motivation, which in turn influence their performance ( Hall 2008 ).”
Examining a Positive Psychological Role for Performance Measures (2014, neutral): “Hall (2008) examined how „comprehensive performance measurement systems (PMS)‟ are related to both psychological empowerment (PE) and role clarity, with consequences for managerial performance.”
Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, methodology): “Descriptive 6 In line with most previous studies (e.g. Chenhall, 2005; Hall, 2008, 2011), in this paper we follow a continuous approach to measure SPMS.”
Psychological Empowerment and Job Satisfaction (2009, background): “The job characteristics model (Hackman & Oldham, 1980) proposes that critical psychological states such as experienced meaningfulness, feelings of responsibility, and knowledge of work results influence job satisfaction.”
Accounting information and managerial work (2010, background): “Studies that focus on organisational-level issues only are limited because they are typically based upon assumptions about, rather than a detailed investigation of, managerial work behaviour (Covaleski, Evans, Luft, & Shields, 2003; Hall, 2008a).”
Enforcing strategic fit of project portfolios by project termination: An empirical study on senior management involvement (2012, background): “Thus they can be assumed to perform more effectively when it is clear what needs to be done and what not (Hall, 2008; Tubre and Collins, 2000).”