Performance measurement frameworks in public and non-profit sectors

Production Planning and Control

Volumn 16, Issue 2, 2005, Pages 125-134

  Micheli, Pietro ^a,b   Kennerley, Mike ^a  

^a CRANFIELD UNIVERSITY   (United Kingdom)

^b Cranfield School of Management ^*

Author keywords

Non profit sector; Performance measurement frameworks; Public sector

Indexed keywords

NON-PROFIT SECTOR; PERFORMANCE MEASUREMENT FRAMEWORKS; PUBLIC SECTOR;

ECONOMICS; INDUSTRIAL PLANTS; PERFORMANCE;

INDUSTRIAL MANAGEMENT;

EID: 32144459840     PISSN: 09537287     EISSN: 13665871     Source Type: Journal    
DOI: 10.1080/09537280512331333039     Document Type: Article

References (44)

1. Adams, C., Neely, A. and Crowe, P., Performance prism in practice. Measuring Business Excellence, 2001, 5(2), 6-12.
2. Atkinson, A.A. and McCrindell, J.Q., Strategic performance measurement in government. CMA, 1997, 71(3), 20-23.
3. Berman, E. and Wang, X., Performance measurement in US counties: capacity for reform. Public Administration Review, 2000, 60(5), 409-420.
4. Boland, T. and Fowler, A., A systems perspective of performance management in public sector organizations. International Journal of Public Sector Management, 2000, 13(5), 417-446.
5. Brignall, S. and Modell, S., An institutional perspective on performance measurement and management in the 'New Public Sector'. Management Accounting Research, 2000, 11(3), 281-306.
6. Chang, L., Lin, S.W. and Northcott, D.N., The NHS performance assessment framework: a balanced scorecard approach? Journal of Management in Medicine, 2002, 16(5), 345-358.
7. Chow-Chua, C. and Goh, M., Framework for evaluating performance and quality improvement in hospitals. Managing Service Quality, 2002, 12(1), 54-66.
8. Christensen, M. and Yoshimi, H., A two-country comparison of public sector performance reporting: the tortoise and the hare? Financial Accountability and Management, 2001, 17(3), 271-289.
9. Curtright, J.W., Stolp-Smith, S.C. and Edell, E.S., Strategic performance management: development of a performance measurement system at the Mayo Clinic. Journal of Healthcare Management, 2000, 45(1), 58-68.
10. De Lancer Julnes, J.P. and Holzer, M., Promoting the utilization of performance measures in public organizations: an empirical study of factors affecting adoption and implementation. Public Administration Review, 2001, 61(6), 693-708.
11. Di Francesco, M., Measuring performance in policy advice output: Australian developments. The International Journal of Public Sector Management, 1999, 12(5), 420-431.
12. Evans, P. and Bellamy, S., Performance evaluation in the Australian public sector: the role of management and cost accounting control systems. International Journal of Public Sector Management, 1995, 8(6), 30-38.
13. Goddard, M.K.M., Mannion, R. and Smith, P.C., Assessing the performance of NHS hospital trusts: the role of 'hard' and 'soft' information. Health Policy, 1999, 48(2), 119-134.
14. Gooijer, J.D. Designing a knowledge management performance framework. Journal of Knowledge Management, 2000, 4(4), 303-310.
15. Halachmi, A. and Bouckaert, G., Performance measurement, organizational technology and organizational design. Work Study, 1994, 43(3), 19-25.
16. Harris, J., Performance models: enhancing accountability in academe, Public Productivity and Management Review, 1998, 22(2), 135-139.
17. Henry, G.T. and Dickey, K.C., Implementing performance monitoring: a research and development approach, Public Administration Review, 1993, 53(3), 203-212.
18. Hood, C., The 'new public management' in the 1980's: variations on a theme. Accounting, Organizations and Society, 1995, 20(2/3), 93-109.
19. Hyndman, N. and Eden, R., A study of the coordination of mission, objectives and targets in UK executive agencies. Management Accounting Research, 2000, 11(2), 175-191.
20. Inamdar, N., Kaplan, R.S., Bower, M. and Reynolds, K., Applying the balanced scorecard in healthcare provider organizations. Journal of Healthcare Management, 2002, 47(3), 179-196.
21. Kaplan, R.S. and Norton, D.P., The balanced scorecard -measures that drive performance. Harvard Business Review, 1992, January/February, 71-79.
22. Kates, J., Marconi, K. and Mannle, T.E., Developing a performance management system for a federal public health program: the Ryan White CARE ACT Titles I and II. Evaluation and Program Planning, 2001, 24(2), 145-155.
23. Kennerley, M. and Neely, A., Performance measurement frameworks: a review. In Business Performance Measurement: Theory and Practice, edited by A. Neely (Cambridge University Press: Cambridge).
24. Kloot, L. and Martin, J., Strategic performance management: a balanced approach to performance management issues in local government. Management Accounting Research, 2000, 11(2), 231-251.
25. Lawrence, S. and Sharma, U., Commodification of education and academic labour - using the balanced scorecard in a university setting. Critical Perspectives on Accounting, 2002, 13(5/6), 661-677.
26. MacStravic, S., A really balanced scorecard. Health Forum Journal, 1999, 42(3), 64-67.
27. McAdam, R., Reid, R. and Saulters, R., Sustaining quality in the UK public sector: quality measurement frameworks. International Journal of Quality and Reliability Management, 2002, 19(5), 581-595.
28. McLaughlin, J.A. and Jordan, G.B., Logic models: a tool for telling your programs performance story. Evaluation and Program Planning, 1999, 22(1), 65-72.
29. Meliones, J.N., Ballard, R., Liekweg, R. and Burton, W., No mission... no margin: it's that simple. Journal of Health Care Finance, 2001, 27(3), 21-29.
30. Neely, A., Adams, C. and Kennerley, M., The Performance Prism: The Scorecard for Measuring and Managing Business Success, 2002 (Financial Times) (Prentice Hall: London).
31. Oliveira, J., The balanced scorecard: an integrative approach to performance evaluation. Healthcare Financial Management, 2001, 55(5), 42-46.
32. Osborne, S.P., Bovaird, T., Martin, S., Tricker, M. and Waterston, P., Performance management and accountability in complex public programmes. Financial Accountability and Management, 1995, 11(1), 19-37.
33. Pink, G.H., McKillop, I., Schraa, E.G., Preyra, C., Montgomery, C. and Baker, G.R., Creating a balanced scorecard for a hospital system. Journal of Health Care Finance, 2001, 27(3), 1-20.
34. Rosenblatt, A., Wyman, N., Kingdon, D. and Ichinose, C., Managing what you measure: creating outcome-driven systems of care for youth with serious emotional disturbances. Journal of Behavioral Health Services and Research, 1998, 25(2), 177-193.
35. Sanderson, I., Performance management, evaluation and learning in 'modern' local government. Public Administration, 2001, 79(2), 297-313.
36. Smith, P., Large scale models and large scale thinking: the case of the health services. Omega - International Journal of Management Science, 1995, 23(2), 145-157.
37. Syfert, P., Elliott, N. and Schumacher, L., Charlotte adapts the 'balanced scorecard'. American City and County, 1998, 113(11), 32.
38. Thompson, G.D., The impact of New Zealand's public sector accounting reforms on performance control in museums. Financial Accountability and Management, 2001, 17(1), 5-19.
39. Tourish, D. and Hargie, O., Auditing staff-management communication in schools: a framework for evaluating performance. International Journal of Educational Management, 1998, 12(4), 176-182.
40. Tranfield, D., Deyner, D. and Smart, P., Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management, 2003, 14(3), 207-222.
41. Van Peursem, K.A., Prat, M.J. and Lawrence, S.R., Health management performance: a review of measures and indicators. Accounting, Auditing and Accountability Journal, 1995, 8(5), 34-70.
42. Wachtel, T.L., Hartford, C.E. and Hughes, J.A. Building a balanced scorecard for a burn center. Burns, 1999, 25(5), 431-437.
43. Wilson, L.A. and Durant, R.F., Evaluating TQM: the case for a theory driven approach. Public Administration Review, 1994, 54(2), 137-146.
44. Wisniewski, M. and Stewart, D., Using the statutory audit to support continuous improvement in Scottish local authorities. International Journal of Public Sector Management, 2001, 14(7), 540-555.