Handbook of Corporate Performance Management
| Year of publication: |
2011 ; 2nd ed
|
|---|---|
| Authors: | Bourne, Mike |
| Other Persons: | Bourne, Pippa (contributor) |
| Publisher: |
Chichester, West Sussex, UK : Wiley |
| Subject: | Performance-Management | Performance management | Performance-Messung | Performance measurement | Unternehmenserfolg | Firm performance |
| Description of contents: | Table of Contents [external.dandelon.com] |
Online Resource
| Extent: | Online-Ressource (278 p) |
|---|---|
| Series: | |
| Type of publication: | Book / Working Paper |
| Language: | English |
| Notes: | Description based upon print version of record Handbook of Corporate Performance Management; Contents; Preface; Acknowledgements; Introduction; 1. Performance and the Role of Measurement; 1.1: Introduction; 1.2: What is good performance?; 1.3: Whose perspective?; 1.4: Making comparisons; 1.5: Present success and future sustainability; 1.6: How is performance delivered?; 1.7: The roles of a performance measurement system; 1.8: The focus of measurement; 1.9: The role of management and leadership; 1.10: In summary; Further reading; 2. Practical Tools for Measuring Performance; 2.1: Introduction 2.2: Elements of a performance measurement system2.3: The Balanced Scorecard; 2.4: The Performance Prism; 2.5: Objectives and success maps; 2.6: Designing measures; 2.7: Summary; Further reading; 3. Designing the System; 3.1: Introduction; 3.2: A four phase life cycle; 3.3: Design; 3.4: How is this done in practice?; 3.5: The debate; 3.6: Developing the success map; 3.7: Developing the measures; 3.8: The next stage; Further reading; 4. Managing Implementation; 4.1: Introduction; 4.2: Phases of implementation; 4.3: Why does implementation succeed or fail?; 4.4: Hurdles and blockers 4.5: Steps to successful implementation4.6: Conclusion; Further reading; 5. Assessing and Managing Change; 5.1: Introduction; 5.2: Change in context; 5.3: Assessing resistance to change; 5.4: Return on management; 5.5: Assessing likelihood of implementation; 5.6: Conclusion; Further reading; 6. Target Setting; 6.1: Introduction; 6.2: Why do you set targets?; 6.3: Ten common problems; 6.4: The target setting wheel; 6.5: Closing remark; Further reading; 7. Linking Rewards to Performance; 7.1: Introduction; 7.2: Pitfalls; 7.3: Linking rewards to performance; 7.4: Examples; 7.5: Summary Further reading8. Managing with Measures - Statistical Process Control; 8.1: Introduction; 8.2: Variation and our reaction; 8.3: Statistical process control; 8.4: Performance and performance improvement; Further reading; 9. Using Measures - Performance Reviews; 9.1: Introduction; 9.2: The Performance planning value chain; 9.3: Performance reviews; Further reading; 10. Using Measures to Manage - Challenging Strategy; 10.1: Introduction; 10.2: Company examples; 10.3: Testing success maps in practice; 10.4: Testing in theory and practice; 10.5: Behavioural issues; 10.6: Conclusion Further reading11. Keeping Your Measurement Process up to Date; 11.1: Introduction; 11.2: Keeping the process up to date; 11.3: When do you update targets?; 11.4: Revising measures; 11.5: Reviewing the measures in line with your success map; 11.6: Reflecting on your strategy; 11.7: Challenging strategy; 11.8: Overcoming barriers to updating your system; 11.9: Summary; Further reading; 12. Measuring Performance of People; 12.1: Introduction; 12.2: Essential elements for high performance; 12.3: Measuring employee satisfaction and engagement; 12.4: Performance appraisals 12.5: HR performance measures |
| ISBN: | 978-0-470-66936-5 ; 978-1-119-95347-0 ; 978-1-119-95347-0 ; 978-0-470-66936-5 |
| Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10011896147