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Performance Management and Operational Research: A Marriage Made in Heaven?
P. C. Smith and M. Goddard
The Journal of the Operational Research Society
Vol. 53, No. 3, Part Special Issue: Performance Management (Mar., 2002), pp. 247-255
Stable URL: http://www.jstor.org/stable/822890
Page Count: 9
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This paper sets out a simple framework with which to examine the performance management process. It examines the organizational context within which performance management is undertaken, and notes that it becomes most important within hierarchical organizations that allow considerable autonomy amongst devolved units. The paper argues that performance management should embrace four broad functions: formulation of strategy; development of performance measurement instruments; interpreting such measures; and encouraging appropriate organizational responses to performance information. The paper notes that operational research has made significant contributions to all four functions, and suggests that the performance management movement offers enormous possibilities for OR.
The Journal of the Operational Research Society © 2002 Operational Research Society