An integral framework for performance measurement

Paul Rouse · Martin S. Putterill

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Accounting and Organizational Management Public Policy and Administration Research Complex Systems and Decision Making

Abstract

A performance framework is described that distils concepts from the literature about existing frameworks in order to extend capacity to evaluate and appraise performance. This open system interpretation recognises dynamic flows between various organizational levels and allows performance to be viewed in a holistic sense. Both macro and micro views are addressed that range from simple feedback control models to broader evaluation perspectives appropriate to stakeholder requirements and organisation purpose. Three basic dimensions of performance are observed using this framework that form a performance triplet, which is described in a series of principles as part of a first step towards a theory of performance measurement.

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References

2010Strategic management a stakeholder approach 1992The balanced scorecard : measures that drive performance 2006The Core Competence of the Corporation 1999Cannibals with forks: the triple bottom line of 21st century business 1992The balanced scorecard--measures that drive performance.1998Partnerships from cannibals with forks: The triple bottom line of 21st‐century business 1995Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector 2001Value Maximisation, Stakeholder Theory, and the Corporate Objective Function

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