A synergistic performance management model conjoining benchmarking and motivation

Abstract

Purpose The purpose of this paper is to develop an improved management/performance model that yields superior business productivity by conjoining internal benchmarking, external benchmarking, and a strong employee performance/behavior paradigm. Design/methodology/approach Strengths and weaknesses of conventional benchmarking approaches to productivity maximization are examined through both literature surveys and experiments. Findings It is found that most benchmarking efforts are hampered by resistance of employees to change. It is therefore concluded that benchmarking efforts could be enhanced by integrating employee motivation/behavior programs with the benchmarking efforts. Research limitations/implications The individual elements of the proposed model have been field‐validated; however the integrated model has not been field‐tested. This is planned as future research. Practical implications The conjoining of internal benchmarking, external benchmarking, and employee motivation/behavior programs should substantially enhance the results of productivity improvement programs based upon benchmarking. Originality/value This is the first effort that integrates internal benchmarking, external benchmarking, and employee motivation/behavior programs. This synergistic management model should be quite significant in enhancing corporate productivity.

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