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• W99646844 abstract "Early versions of performance measurement systems (PMS) were adopted from theaccounting systems of organizations and contained predominantly financial performancemeasurements. Since the introduction of the Balanced Scorecard, there is a growingawareness in both science and practice of the importance of the use of nonfinancialmeasurements, like customer satisfaction. Also, there is an increasing awareness about theuse of leading performance measurements in addition to lagging performancemeasurements. Leading performance measurements measure the drivers of value andperformance of the organization, where lagging performance measurements are outcomes ofthe business process. In most cases, leading measurements are nonfinancial (but stillquantitative) and lagging measurements are financial indicators.This study shows that academic studies support the view that leading nonfinancialperformance measurements are able to steer organizational behavior better towards theexecution of the organizational strategy than lagging financial performance measurements.These measurements provide more clear directions to employees since they are morecomprehensive, they are communicated before or during the process (instead of afterwards)and are closer related to the strategy and value drivers of the organization. This study indicates factors that can play a role in the design of PMSs and the influence ithas on the behavior that is exposed within the organization. First, the performancemeasurements need to measure performance on the terms that are stated in the strategyand strategic goals. Furthermore, factors are mentioned that are related to the behavior ofthe employees. These factors influence the effectiveness of the PMS on steering behavior.These factors involve goal clarity, role clarity, psychological empowerment, participation,commitment, motivation, self-efficacy, focus on improvement and perceived justice.The attention of literature on the importance of steering the organizational behavior byperformance measurements based on the value drivers, creates a growing awareness in thebusiness on this topic. However, most of the organizations are not as far on this topic asliterature describes, since they encounter barriers and dilemmas for this implementation. Todiscover these barriers and dilemmas, this study contains interviews with CFOs of largeorganizations to identify the problems that are encountered.The CFOs confirm the importance and strategic relevance of the use of nonfinancial leadingperformance measurements to steer organizational behavior and the culture in theorganization. This way, the CFOs can steer on the value drivers of the organization, which isassumed to lead to good output in terms of strategy execution and sustainable businessperformance. Although these indicators are in some cases measured and analyzed very accurate, theinterviewed CFOs experience barriers to steer on these value driving indicators. The mainproblems that are identified in the interviews are:- Investors and analysts demand most often financial indicators, which places pressure onthe CFO for healthy short-term financial statements, while it can be more profitable toinvest and have less positive short-term results, but a stronger long-term position. - Difficulties of measurement of value drivers: the time, costs and effort needed,measurement interval or the need to measure derivate performance indicators, whichreduces the reliability.- High competition on price and efficiency in the sector.- Vision and core values are not understood well enough by employees.- Lack of understanding about the relation between the value drivers and the actions thatneed to be taken to excel on the value drivers.Having identified these barriers, the CFOs were asked to indicate the possible improvementson this area. The most important steps were:- Articulating a strong vision and core values- Frequent visits to observe ‘hard to measure’ values like leadership or culture- Investments in nonfinancial drivers of performance, like managerial leadership (e.g.training, coaching)- Creating better understanding of value drivers at all organizational levels- Having good performance dialogues and top management initiative in newperformance measurementsIn conclusion, the interviews with the CFOs support the view of academic literature that theuse of nonfinancial leading performance measurement for steering the business andorganizational behavior can lead to increased performance and successful strategyexecution." @default.
• W99646844 created "2016-06-24" @default.
• W99646844 creator A5026000151 @default.
• W99646844 date "2011-01-01" @default.
• W99646844 modified "2023-09-26" @default.
• W99646844 title "What gets measured gets done : an exploration of the influence of performance measurement on organizational behavior" @default.
• W99646844 hasPublicationYear "2011" @default.
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