Association between performance measurement systems and organisational effectiveness
By Bedanand Upadhaya, Rahat Munir, Yvette Blount. 2014
159 citations recorded by the source corpus.
Purpose – The purpose of this paper is to investigate the role of performance measurement systems in organisational effectiveness in the context of the financial services sector within a developing country. Design/methodology/approach – Using the mail survey method data were collected from 69 financial institutions operating in Nepal. Multivariate analysis, in particular multiple regression analysis was employed to test the hypotheses. Findings – The results suggest that non-financial measures and feedback are tightly intertwined with organisational effectiveness. While institutions are focused on using the performance measures concerning internal business process perspective, less emphasis is placed on using customer and employee-related performance measures because they are considered less significant to organisational effectiveness. The findings also reveal that strategy-related feedback is considered more critical by management, as opposed to performance and staff. The study also provides evidence tha...
Subfields: Management Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/9553dcdf9faac1f6ca9f9e0c054b0d9f6e8ca3ab
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In Management Information Systems
In Strategy and Management
Citations in the corpus
- Interplay between performance measurement and management, employee engagement and performance (2017, background): “…the performance measurement literature recognises that the performance management process must reinforce organisational learning (Davenport 2006; Upadhaya et al., 2014; McAdam et al. 2014) and that the role of behavioural and cultural factors are key to successful use of performance measurement…”