Robinson, H S; Carrillo, P M; Anumba, C J and A-Ghassani, A M (2005) Review and implementation of performance management models in construction engineering organizations. Construction Innovation, 5(4), pp. 203-217. ISSN 1471-4175
Abstract
Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing performance management models to improve business processes, products and management of people to facilitate continuous improvement. This study investigates the implementation of performance management models in large construction engineering organizations. First, a brief review of the drive for performance improvement and the strategic considerations for the adoption of performance management models is carried out with specific reference to the Balanced Scorecard and the EFQM Excellence Model. Second, using case studies of large construction engineering organizations, the findings from the implementation of performance management models are analysed and discussed. It is shown that whilst progress has been made in the implementation of performance management models in large construction organizations, significant challenges remained at the planning, deployment and assessment and review stages. This includes the motivation for performance management, leadership and resources, communication mechanisms, measurement and data collection techniques and the role of knowledge management. Performance management models provide a basis to develop strategy for sustaining longterm business objectives, and more construction organizations will adopt such innovative tools to facilitate continuous improvement, as the business benefits become clear.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | balanced scorecard; construction organizations; efqm excellence model; knowledge management; performance management models |
| Index terms: | case study, construction organization, performance management, balanced scorecard, large construction organization, continuous improvement, performance improvement, construction engineering, construction industry, implementation, motivation, strategy, knowledge management |
| Subjects: | data collection methods, organization, contractual arrangements, economic analysis, psychology, professional development, management, performance measurement, engineering methods, industry analysis |
| Topics: | Business Strategy, Research Practice, Information Management, Engineering Principles, Procurement, Quality Management, Human Resources |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here