Kagioglou, M; Cooper, R and Aouad, G (2001) Performance management in construction: a conceptual framework. Construction Management and Economics, 19(1), pp. 85-95. ISSN 01446193
Abstract
This paper presents a review of the literature on performance management and measurement in various industries with the aim of transferring best practice into construction. A framework is presented which ensures that effective strategies are deployed to form the performance management system that construction organizations can adopt. The performance measurement process (conceptual) framework (PMPF) adopts the balanced scorecard (BSC) with the addition of a number of elements and perspectives. It rationalizes the relationships between performance measures and goals derived from strategy, so the impact of those measures on an organization's performance can be examined and analysed to indicate potential areas for improvement.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | performance management; construction industry; balanced score care; performance measurement; relationship matrix |
| Index terms: | performance measurement, balanced scorecard, performance management, construction organization, best practice, construction industry, strategy, performance measure, conceptual framework |
| Subjects: | business, organization, theoretical framing, management, performance measurement, industry analysis |
| Topics: | Quality Management, Business Strategy, Research Practice |
| Descriptive scope: | 4 PCTA |
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