From Inspiration to Performance: An Assessment of What Organizations Are Doing to Inspire People through Performance Measurement


Buxton, Craig; Ward, Roger   (1998, ASQ)   The Deltapoint Corporation, Bellevue, WA; Ward Associates, Miami, FL

Annual Quality Congress, Philadelphia, PA    Vol. 52    No. 0
QICID: 10658    May 1998    pp. 11-18
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Article Abstract

A balanced scorecard uses financial and nonfinancial measurements to describe the performance of an organization. Financial performance systems can be so unbalanced that they block an overview of the organization and focus too much on the past. A performance measurement system consists of goals, standards, and targets, and it is linked to the performance management system. Performance measures should exist at various levels and respond to multiple priorities. Only the vital few measures are needed to indicate how well goals are being met. Each measure should have an owner who shares its results with colleagues. The performance measurement system can be enhanced by relative weights and by a software system for reporting and data collection. Organizations that have implemented successful performance measurement systems share common practices such as: having commitment of senior management; linking performance measures to strategic planning; involving users throughout the organization; and keeping it simple. Performance measurement is a motivator that helps transform plans into actions.


Measurement and control,Motivation,Strategic planning

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