International Journal of Productivity and Performance Management: Volume 53 Issue 3
Table of contents
Service productivity: Towards understanding the relationship between operational and customer productivity
Robert Johnston, Peter JonesIt is surprising that little empirical research has been conducted in the area of service productivity given its impact on organisational costs. In order to try to encourage such…
Managing the informal organisation: conceptual model
S.C. Morton, N.J. Brookes, P.K. Smart, C.J. Backhouse, N.D. BurnsManagement thinking has seen organisations group product development activities in a number of ways in the quest to improve performance. The implementation of multi‐disciplinary…
Building performance through in‐process measurement: Toward an “indicative” scorecard for business excellence
Kim Hua Tan, Ken Platts, James NoblePerformance measurement is increasingly important in every aspect of life today. Unfortunately, the main emphasis appears to be on historical measures, justifying or reporting…
Performance management in the public sector: fact or fiction?
Zoe Radnor, Mary McGuireSince New Labour came to power in the UK in 1997, there has been a drive to improve the effectiveness of public services through the use of private sector principles. From, the…
How process defines performance management
Andrew WilsonThis paper is based on a real life example of a department in a county council in the UK in 2002. The paper uses this simple example to raise generic issues of process definition…
ISSN:
1741-0401Renamed from:
Work StudyOnline date, start – end:
2004Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Luisa Huatuco
- Dr Nicky Shaw