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Books on the topic 'Organisational performance measurement'

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Author: Grafiati

Published: 17 July 2024

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1

Holloway, Jacky. A critical research agenda for organisational performance measurement. Milton Keynes: Open University Business School, 2000.

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2

Holloway, Jacky. A critical research agenda for organisational performance measurement. Milton Keynes: Open University Business School, 2000.

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3

Islam, Sardar M. N. Performance Measurement in Corporate Governance: DEA Modelling and Implications for Organisational Behaviour and Supply Chain Management. Heidelberg: Physica-Verlag Heidelberg, 2009.

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4

Greiling, Dorothea. Performance measurement in Nonprofit-Organisationen. Wiesbaden: Gabler, 2009.

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5

Ruddock, Leslie. Performance and efficiency measurement in local authority building organisations. Salford: University of Salford, 1994.

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6

Gandhi, Shailesh. Performance measurement in non-profit organisations: An evaluation of financial and non-financial measures. Anand: Institute of Rural Management, 2004.

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7

Huwe, Ruth A. Metrics 2.0: Creating scorecards for high-performance work teams and organizations. Santa Barbara, Calif: Praeger, 2010.

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8

Huwe, Ruth A. Metrics 2.0: Creating scorecards for high-performance work teams and organizations. Santa Barbara, Calif: Praeger, 2010.

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9

Chang, Richard Y. Performance scorecards: Measuring the right things in the real world. San Francisco: Jossey-Bass Publishers, 2000.

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10

Kemp, Jacques. Management frameworks: Aligning strategy thinking and execution. New York: Routledge, 2012.

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11

Niven, Paul R. Balanced Scorecard Step-by-Step. New York: John Wiley & Sons, Ltd., 2002.

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12

Holloway, Jacky. A critical research agenda for organisational performance measurement. Open University Business School, 2000.

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13

Islam, Sardar M. N., and Alex Manzoni. Performance Measurement in Corporate Governance: DEA Modelling and Implications for Organisational Behaviour and Supply Chain Management. Physica-Verlag, 2010.

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14

Performance Measurement in Nonprofit-Organisationen. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-9953-5.

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15

Authorities, Association of Metropolitan. Demonstrating success, performance measurement in direct service organisations. Assn.of Metropolitan Authorities, 1993.

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16

Pfeffer, Markus. Leistungsmessung in der Außeruniversitären Forschung: Performance Measurement Mit der Balanced Scorecard in Non-Profit-Organisationen. Springer Fachmedien Wiesbaden GmbH, 2016.

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17

Recardo, Ron, and David Wade. Corporate Performance Management, How to build a better organization through measurement-driven, strategic alignment (Improving Human Performance). Butterworth-Heinemann, 2001.

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18

Grifell-Tatjé, Emili, C. A. Knox Lovell, and Robin C. Sickles, eds. The Oxford Handbook of Productivity Analysis. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190226718.001.0001.

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Abstract:

According to the Organisation for Economic Co-operation and Development (OECD), in the two decades preceding 2014 two member countries, Italy and Spain, experienced productivity decline, while just four member countries, Korea, Ireland, Finland, and the United States, managed to achieve rates of productivity growth in excess of one percent per annum. Rates of productivity growth slowed following the global financial crisis in nearly all member countries. These diverse national productivity performances are aggregates of the productivity performances of individual producers, which are influenced by organizational factors such as the quality of management practices and the adoption of new technologies, and also by institutional features such as the stringency of product and labor market and environmental regulations. At the level of the individual producer, productivity has an important impact on financial performance and survival, while at the aggregate level, productivity is a critical determinant of national well-being. The essays collected in the Handbook provide significant contributions to our understanding of the causes and consequences of productivity growth. Part I contains the editors’ introduction. The chapters in Part II address a variety of measurement issues, from both analytical and practical perspectives. The chapters in Part III address a wide range of productivity issues at the level of the individual producer or industry. The chapters in Part IV address a range of aggregate productivity issues, both domestic and international.

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19

Niven, Paul R. Balanced Scorecard Step-By-Step: Maximizing Performance and Maintaining Results. Wiley & Sons, Limited, John, 2015.

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20

Niven, Paul R. Balanced Scorecard Step-By-Step: Maximizing Performance and Maintaining Results. Wiley & Sons, Incorporated, John, 2006.

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21

Niven, Paul R. Balanced Scorecard Step-By-Step: Maximizing Performance and Maintaining Results. Wiley & Sons, Incorporated, John, 2008.

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22

Niven, Paul R. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. Wiley, 2006.

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23

Kearney, Richard C. Public Sector Performance (Aspa Classics). Westview Press, 1999.

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24

Rampersad, Hubert K. Total Performance Scorecard: Réconcilier l'homme et l'entreprise. Springer, 2005.

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25

Niven, Paul R. Balanced Scorecard Step-By-Step: Maximizing Performance and Maintaining Results. Wiley & Sons, Incorporated, John, 2010.

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26

Niven, Paul R. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. Wiley, 2002.

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27

Schotter, Andreas, Morgen Witzel, and Jacques Kemp. Management Frameworks: Aligning Strategic Thinking and Execution. Taylor & Francis Group, 2012.

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28

Schotter, Andreas, Morgen Witzel, and Jacques Kemp. Management Frameworks: Aligning Strategic Thinking and Execution. Taylor & Francis Group, 2012.

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29

Niven, Paul R. Balanced Scorecard Step-By-Step. Wiley & Sons, Incorporated, John, 2006.

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30

Niven, P. R., and Paul R. Niven. Balanced Scorecard Step-By-Step. Wiley & Sons, Incorporated, John, 2002.

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