Managing Organisational Performance

A discussion of the work of Jeffrey Pfeffer, a leading thinker in organisational behaviour.

Kaplan and Norton have revolutionised the way organisations measure performance at all levels with their balanced scorecard approach. Their theory is discussed here.

An introduction to the competency-based approach to performance management, which can provide a more rounded picture of an employee’s performance as it recognises their skills as well as the results.

Jon R. Katzenbach provides a framework for drawing peak performance from any workforce. It is described in detail here.

A review of the strategic tool developed by The European Foundation for Quality Management. The model is particularly helpful in identifying the components of organisational performance and setting performance standards.

Regina Herzlinger is a leading thinker in public sector organisational development and an advocate of applying private sector methods to the public sector to achieve high performance. Her ideas are reviewed in this article.

Activity based costing (ABC) is a more sophisticated method of assessing corporate performance. This article provides a brief introduction to the key principles of ABC.

This document suggests adaptations that can be made to the working environment by taking account of employees’ particular needs, or by offering flexible working practices, in order to create a workforce-friendly environment.

A review of Whiddett and Hollyforde’s practical model for developing a competency framework, which can be used to plan and implement the whole process from start to finish.