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Performance model
As promised above following section will be aimed at performance
model. Term model (intentionally in singular) underlines a
comprehensive concept of performance measurement as well as the
diversity of relations among particular components. Forming an
integrated whole, i.e. developing a system for performance
measurement is more mission or optimum status rather than natural
characteristic of performance model.
Despite of diversity of performance sub-models in organizations we
assume there are some characteristic features which can be recognized in
any performance model. A set of questions will be proposed which allows
developing a framework for design and analysis of performance model.
These conceptual questions should serve as a basis for designers and
redesigners of performance model as well as for users and other
professionals who deal with performance model analysis. As Enderle and
Tavis (1998) accentuate if the concepts implied in measurement are
unclear, measurement is unclear as well.
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Enderle and Tavis (1998) suggest ethical concept based on the idea that organization
should respect three dimensions (realms) of corporate responsibilities in balanced
concept economic, social and environmental realm. They mean that by listening
to, and negotiated with, the stakeholders, the question about the specific contents of
corporate responsibilities is not answer yet. In contrast, the balanced concept view
emphasizes the question of what the company ought to do in economic, social and
environmental terms.
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b)
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(3) Setting time period (or standard length of period) relevant for
performance measurement.
Continuity of existence (and performance) and discontinuity in
measuring and communicating performance information, that is
everlasting problem for performance measurement model. From the
beginning to the present or from now until the end even for the
entire existence, such specifications are unacceptable for
performance measurement generally.
Setting time period enables to evaluate the progression in performance
during time or to compare the progression of different object,
although it brings allocation and estimation problems.
Conclusions
The term measurement is used to characterize the status and
progression in performance dimension of organizational existence. It
expresses complex quality of organizational existence rather than
particular attribute which could be defined exhaustively.
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References
[1] Atkinson, A. A. Kaplan, R. S. Young, S. M. (2004): Management
Accounting. Englewood Cliffs, Prentice Hall, 2004.
[2] Atkinson, A. A. Waterhouse, J. H. Wells, R. B. (1997): A
Stakeholder Approach to Strategic Performance Measurement. Sloan
Management Review, 1997, vol. 38, no. 3, pp. 25-37.
[3] Beamon, B. M. (1999): Measuring supply chain performance.
International Journal of Operations & Production Management,
vol.19, no. 3, pp. 275-292.
[4] Bourne, M. Neely, A. Platts, K. Mills, J. (2002): The success
and failure of performance measurement initiatives. Perceptions of
participating managers. International Journal of Operations and
Production Management, 2002, vol. 22, no. 11, pp. 1288-1310.
[5] Cooper, S. (2007): Performance Measurement for Equity Analysis
and Valuation. Accounting in Europe, 2007, vol. 4, no. 1, pp. 1-49.
[6] Davila, A. Foster, G. (2007): Management Control Systems in
Early-Stage Startup Companies. The Accounting Review, 2007, vol.
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[7] Drury, C. (2004): Management and Cost Accounting. Florence,
Thomson Learning, 2004.
[8] Enderle, G. Tavis, L. A. (1998): A Balanced Concept of the Firm
and the Measurement of Its Long-term Planning and Performance.
Journal of Business Ethics, 1998, vol. 17, no. 11, pp. 1129-1144.
[9] Epstein, M. Manzoni, J. F. (1997): The balanced scorecard and
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[10] Gosselin, M (2005): An empirical study of performance
measurement in manufacturing firms. International Journal of
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[11] Ittner, C. D. Larcker, D. F. Meyer, M. W. (2003): Subjectivity
and the Weighting of Performance Measures: Evidence from a
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Measuring Performance
Conceptual Framework Questions
Jaroslav WAGNER
ABSTRACT
This paper aims to formulate some principal questions which should be
used as start-point for design and analysis of the performance
measurement conceptual framework. The paper is based on literature
study followed by analysis and generalization. It reflects the diversity of
approaches to performance measurement in performance-oriented
literature and it investigates their similarities and differences.
The paper is divided into two sections. First section defines performance
measurement as a causal chain of activities and it deals with the role of
subjectivity in this chain. Second section concerns common features of
various performance models for organizational performance, namely
motivational aspects of performance model design, users and purposes of
performance information, hierarchical structure and time dimension of
performance model etc.
Key words: Organizational Performance, Performance Measurement,
Subjectivity in Measurement
JEL classification: M41.
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