Implementing a new performance management system within a project-based organization: A case study

International Journal of Productivity and Performance Management

Volumn 56, Issue 1, 2007, Pages 60-75

  Cheng, Mei I ^a   Dainty, Andrew ^b   Moore, David ^c  

^a DE MONTFORT UNIVERSITY   (United Kingdom)

^b LOUGHBOROUGH UNIVERSITY   (United Kingdom)

^c ROBERT GORDON UNIVERSITY   (United Kingdom)

Author keywords

Organizational change; Performance management; United Kingdom

Indexed keywords

EID: 33845246857     PISSN: 17410401     EISSN: None     Source Type: Journal    
DOI: 10.1108/17410400710717082     Document Type: Article

References (66)

1. Aghazadeh, S. (2002), "Implementation of total quality management in the managed care industry", The TQM Magazine, Vol. 14 No. 2, pp. 79-91.
2. Allen, R.S. and Kilmann, R.H. (2001), "The role of the reward system for a total quality management-based strategy", Journal of Organizational Change Management, Vol. 14 No. 2, pp. 110-31.
3. Armstrong, M. and Baron, A. (1998), Performance Management: The New Realities, Institute of Personnel and Development, London.
4. Band, D.C., Scanlan, G. and Tustin, C.M. (1994), "Beyond the bottom line: gainsharing and organizational development", Personnel Review, Vol. 23 No. 8, pp. 17-32.
5. Barodoel, E.A. and Sohal, A. (1999), "The role of cultural audit in implementing quality improvement programs", International Journal of Quality & Reliability Management, Vol. 16 No. 3, pp. 263-76.
6. Bennet, H. and Durkin, M. (2000), "The effects of organisational change on employee psychological attachment", Journal of Managerial Psychology, Vol. 15 No. 2, pp. 126-47.
7. Borrill, C. and Parker, S. (2000), "Change management and stress", in Flood, P.C., Dromgoole, T., Carroll, S.J. and Gorman, L. (Eds), Managing Strategy Implementation, Blackwell Publishers, Oxford, pp. 80-95.
8. Bourne, M., Mill, J., Wilcox, M., Neely, A. and Platts, K. (2000), "Designing, implementing and updating performance measurement systems", International Journal of Operations & Production Management, Vol. 20 No. 7, pp. 754-71.
9. Carroll, S.J. (2000), "Implementing strategic plans through formalised goal setting", in Flood, P.C., Dromgoole, T., Carroll, S.J. and Gorman, L. (Eds), Managing Strategy Implementation, Blackwell Publishers, Oxford, pp. 31-43.
10. Chattopadhyay, S.P. (2001), "Improving the speed of ISO 1400 implementation: a framework for increasing productivity", Managerial Auditing Journal, Vol. 16 No. 1, pp. 36-9.
11. Chin, K. and Pun, K. (2002), "A proposed framework for implementing TQM in Chinese organisations", International Journal of Quality & Reliability Management, Vol. 19 No. 3, pp. 272-94.
12. Cooke, F.L. (2000), "Implementing TPM in plant maintenance: some organisational barriers", International Journal of Quality & Reliability Management, Vol. 17 No. 9, pp. 1003-16.
13. Deloitte and Touche (1996), Executive Survey of Manufacturers, (on-line), available at: www.dtcg.com/research.
14. D'Herbemont, O. and Cesar, B. (1998), Managing Sensitive Projects, Macmillan Press Ltd, London.
15. Dong, L. (2001), "Modeling top management influence on ES implementation", Business Process Management Journal, Vol. 7 No. 3, pp. 243-50.
16. Egan, J. (1998), Rethinking Construction, DETR/Stationery Office, London.
17. Garavan, T.N., Morley, M., Gunnigie, P. and McGuire, D. (2002), "Human resource development and workplace learning: emerging theoretical perspectives and organisational practices", Journal of European Industrial Training, Vol. 26 No. 2, pp. 60-71.
18. Garrick, J. (1998), Informal Learning in the Workplace, Routledge, London.
19. Ghobadian, A. and Gallear, D. (2001), "TQM implementation; an empirical examination and proposed generic model", OMEGA, Vol. 29 No. 4, pp. 343-59.
20. Godfrey, G., Dale, B., Marchington, M. and Wilkinson, A. (1997), "Control: a contested concept in TQM research", International Journal of Operations and Production Management, Vol. 17 No. 6, pp. 558-73.
21. Gorse, C.A. and Emmitt, S. (2003), "Investing interpersonal communication during construction progress meetings: challenges and opportunities", Engineering, Construction and Architectural Management, Vol. 10 No. 4, pp. 234-44.
22. Hansson, J., Backlund, F. and Lycke, L. (2003), "Managing commitment: increasing the odds for successful implementation of TQM, TPM or RCM", International Journal of Quality & Reliability Management, Vol. 20 No. 9, pp. 993-1008.
23. Hardwick, J. and Winsor, G. (2002), RCM - Making the Process More Cost-Effective - One Year Late, pp. 1-6.
24. Hill, F., Hazlett, S. and Meegan, S. (2001), "A study of the transition from ISO 9000 to TQM in the context of organisational learning", International Journal of Quality and Reliability Management, Vol. 18 No. 2, pp. 142-68.
25. Hill, J. and McGowan, P. (1999), "A qualitative approach to developing small firm marketing planning competencies", Qualitative Market Research: An International Journal, Vol. 2 No. 3, pp. 167-75.
26. Hipkin, I.B. and Lockett, A.G. (1995), "A study of maintenance technology implementation, OMEGA", The International Journal of Management Science, Vol. 23 No. 1, pp. 79-88.
27. Hodgkinson, P. and Stewart, M. (1993), "Trauma, crisis intervention and psychological debriefing", Industrial and Environmental Crisis Quarterly, Vol. 7 No. 2, pp. 145-54.
28. Jabnoun, N. (2001), "Values underlying continuous improvement", The TQM Magazine, Vol. 13 No. 6, pp. 381-7.
29. Jackson, S. (2001), "Successfully implementing total quality management tools within healthcare: what are the key actions?", International Journal of Health Care Quality Assurance, Vol. 14 No. 4, pp. 157-63.
30. Keating, K. and Harrington, D. (2002), "The challenges of implementing quality in the Irish hotel industry: a review", Managing Service Quality, Vol. 12 No. 5, pp. 303-15.
31. Keegan, A. and Turner, J.R. (2003), "Managing human resources in the project-based organization", in Turner, J.R. (Ed.), People in Project Management, Gower, Aldershot, pp. 1-11.
32. Laforge, R.G., Velicer, W.F., Richmond, R.L. and Owen, N. (1999), "Stage distributions for five health behaviours in the USA and Australia", Preventive Medicine, Vol. 28, pp. 61-74.
33. Lorange, P. (1998), "Strategy implementation: the new realities", Long Range Planning, Vol. 31 No. 1, pp. 18-29.
34. Laszlo, G.P. (1999), "Implementing a quality management program - three Cs of success: commitment, culture, cost", The TQM Magazine, Vol. 11 No. 4, pp. 231-7.
35. Latino, M. (1999), "Management side of engineering", Plant Engineering, Vol. 55 No. 2, pp. 32-5.
36. Lewis, P., Saunders, M. and Thornhill, A. (2004), "Developing an explanatory theory of reward system change", Personnel Review, Vol. 33 No. 2, pp. 174-86.
37. Loosemore, M., Dainty, A.R.J. and Lingard, H. (2003), HRM in Construction Projects: Strategic and Operational Approaches, E&FN Spon Press, London.
38. McAdam, R. and McGeough, F. (2000), "Implementing total productive maintenance in multi-union manufacturing organisations: overcoming job demarcation", Total Quality Management, Vol. 11 No. 2, pp. 187-97.
39. Matheny, J.A. (1998), "Organizational therapy: relating a psychotherapeutic model of planned personal change to planned organizational change", Journal of Managerial Psychology, Vol. 13 Nos 5/6, pp. 394-405.
40. Miller, D. (2002), "Successful change leaders: what makes them? What do they do that is different?", Journal of Change Management, Vol. 2 No. 4, pp. 359-68.
41. Moore, D.R. and Dainty, A.R.J. (2001), "Intra-team boundaries as an inhibitor to performance improvement in the UK construction industry", Construction Management and Economics, Vol. 19 No. 6, pp. 559-62.
42. Moullin, M. (2003), "Defining performance measurement", Perspectives on Performance, March, p. 3.
43. Okumus, F. (2003), "A framework to implement strategies in organizations", Management Decision, Vol. 41 No. 9, pp. 871-82.
44. Page, R. and Curry, A. (2000), "TQM - a holistic view", The TQM Magazine, Vol. 12 No. 1, pp. 11-17.
45. Parker-Gore, S. (1996), "Perception is reality: using 360-degree appraisal against behavioural competences to effect organizational change and improve management performance", Career Development International, Vol. 1 No. 3, pp. 24-7.
46. Porras, J. and Robertson, P. (1992), "Organizational development: theory, practice, and research", in Dunnette, M.D. and Hough, L.M. (Eds), Handbook of Industrial and Organizational Psychology, 2nd ed., Consulting Psychologists Press, Palo Alto, CA, pp. 719-822.
47. Prochaska, J.M. (2000), "A transtheoretical model for assessing organizational change", Families in Society, Vol. 81, pp. 76-84.
48. Redman, T. (2001), "Performance appraisal", in Redman, T. and Wilkinson, A. (Eds), Contemporary Human Resource Management, Pearson Education, Harlow, pp. 57-95.
49. Reynolds, R. and Ablett, A. (1998), "Transforming the rhetoric of organisational learning to the reality of the learning organisation", The Learning Organization, Vol. 5 No. 1, pp. 24-35.
50. Riis, J.O., Luxhöj, J. and Thorsteinsson, U. (1997), "A situational maintenance model", International Journal of Quality in Maintenance Engineering, Vol. 5 No. 3, pp. 182-91.
51. Risher, H. (2003), "Refocusing performance management for high performance", Compensation and Benefits Review, Vol. 35 No. 5, pp. 20-30.
52. Robinson, S.L. and Rousseau, D.M. (1994), "Violating the psychological contract: not the exception but the norm", Journal of Organisational Behaviour, Vol. 15, pp. 245-59.
53. Saad, G.H. and Siha, S. (2000), "Managing quality: critical links and contingency model", International Journal of Operations & Production Management, Vol. 20 No. 10, pp. 1146-63.
54. Senge, P.M. (1990), The Fifth Discipline, Doubleday, New York, NY.
55. Shin, D., Kalinowski, J.G. and El-Enein, G.A. (1998), "Critical implementation issues in total quality management", SAM Advanced Management Journal, Vol. 63 No. 1, pp. 10-14.
56. Simpson, R. and Hill, F. (2004), "Squaring the circle; managing and measuring organizational performance whilst stimulating change and innovation", Total Quality Management, Vol. 15 Nos 5-6, pp. 689-97.
57. Sparrow, P. (1998), "New organisational forms, processes, jobs and psychological contracts: resolving the HRM issues", in Sparrow, P. and Marchington, M. (Eds), Human Resource Management: The New Agenda, Pitman, London, pp. 117-41.
58. Strategic Forum for Construction (2002), Accelerating Change, DTI, London.
59. Tjepkema, S.W. and Wognum, I. (1996), "From trainer to consultant? Roles and tasks of HRD professionals in learning orientated organisations? ", ECLO Conference Proceedings, Copenhagen.
60. Trader-Leigh, K.E. (2002), "Case study: identifying resistance in managing change", Journal of Organizational Change Management, Vol. 15 No. 2, pp. 138-55.
61. Turner, J.R. (1998), The Handbook of Project-based Management, 2nd ed., McGraw-Hill, London.
62. Wang, C.L. and Ahmed, P.K. (2001), "Energising the organisation: a new agenda for business excellence", Measuring Business Excellence, Vol. 5 No. 4, pp. 22-7.
63. Wilkinson, A., Redman, T. and Snape, E. (1994), "What is happening in quality management? Findings from an IM survey", The TQM Magazine, Vol. 6 No. 1, pp. 55-8.
64. Winum, P., Ryterband, E. and Stephensen, P. (1997), "Helping organizations change: a model for guiding consultation", Consulting Psychology Journal: Practice and Research, Vol. 49, pp. 6-16.
65. Yamashina, H. (2000), "Challenge to world-class manufacturing", International Journal of Quality & Reliability Management, Vol. 17 No. 2, pp. 132-43.
66. Yusof, S.M. and Aspinwall, E. (2002), "TQM implementation issues: review and case study", International Journal of Operations & Production Management, Vol. 20 No. 6, pp. 634-55.