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E-raamat: Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement

(Cranfield School of Management), (Cranfield School of Management), (Cranfield School of Management)
  • Formaat: EPUB+DRM
  • Ilmumisaeg: 20-Nov-2014
  • Kirjastus: John Wiley & Sons Inc
  • Keel: eng
  • ISBN-13: 9781119960515
  • Formaat - EPUB+DRM
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  • Formaat: EPUB+DRM
  • Ilmumisaeg: 20-Nov-2014
  • Kirjastus: John Wiley & Sons Inc
  • Keel: eng
  • ISBN-13: 9781119960515

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"The ultimate guide to performance management and how to avoid the often bizarre unintended consequences of KPIsThe results of well-intended performance measurement are sometimes bizarre and bewildering. World leaders in business performance, the authorsof Measurement Madness have amassed a wealth of real-life business stories, producing this timely how-to guide for avoiding the unintended consequences that come from measuring people, processes and organizations.Measurement Madness is a lively and informative take on this topical subject. Peppered with anecdotal evidence, it uses case studies to reveal some of the more outrageous and unexpected outcomes of KPIs, but also to show what performance management success looks like. Management theories are used to underline types of behavior and, most importantly, how they can be anticipated.This book gives you guiding principles for avoiding common pitfalls, such as setting the wrong performance targets and measuring what is easy rather than what is useful. It provides reliable, practical advice demonstrating how to create meaningful performance measurement. Authors are from the world-leading Business Performance team at Cranfield University in the U.K. which has a world-renowned reputation for close partnerships with industry Case studies include U.S., U.K., and international examples of performance management from real business stories Ironically, Measurement Madness might just be the key to saving your sanity for the next round of performance management"--

The ultimate guide to performance management and how to avoid the often bizarre unintended consequences of KPIs The results of well-intended performance measurement are sometimes bizarre and bewildering.

A clearer, more accurate performance management strategy
Over the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better?
Measurement Madness is an engaging read, full of anecdotes so peculiar you’ll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.

The dangers of poorly designed performance measurement are numerous, and even the best how-to guides don’t explain how to avoid them.Measurement Madness fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including:
• Measuring for the sake of measuring
• Assuming that measurement is an instant fix for performance issues
• Comparing sets of data that have nothing in common and hoping to learn something
• Using targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.
Reading Measurement Madness will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.
From the Authors xi
PART I INTRODUCTION
1(20)
1 The Road to Insanity
3(10)
2 Performance and Measurement
13(8)
What is performance measurement?
14(1)
What is performance?
15(2)
What is measurement?
17(3)
Getting the number or changing the behaviour?
20(1)
PART II PERFORMANCE MEASUREMENT
21(76)
3 Measurement for Measurement's Sake
23(20)
Making things measurable
25(2)
Measures and more measures
27(3)
Competitive measuring
27(1)
Sticky measures
27(1)
Conflicting measures
28(1)
Losing the link to performance
29(1)
Excessive reliance on measures
30(7)
Fixating on measures
31(2)
Getting desensitized to numbers
33(1)
Getting lost in performance data
34(1)
Paying the price
35(2)
Preventing learning and change
37(1)
Learning points
37(4)
Deciding what to measure
38(2)
Designing a robust indicator
40(1)
Managing with measures
41(1)
And finally ...
41(2)
4 All I Need is the Right Measure!
43(26)
How difficult can this be?
46(8)
What's in a name?
46(1)
Knowing the purpose
47(1)
Poor relations
48(1)
It's in the formula
49(1)
Frequency
50(1)
Where does the data come from?
51(2)
What will you do with the results?
53(1)
How strong are your indicators?
54(12)
Is the indicator measuring what it is meant to measure?
55(1)
Is the indicator only measuring what it is meant to measure?
56(1)
Is the indicator definitely the right indicator?
57(1)
Is the indicator consistent regardless of who measures and when?
58(1)
Can the data be readily communicated and easily understood?
59(1)
Is any ambiguity possible in the interpretation of the results?
60(1)
Can and will the data be acted upon?
61(1)
Can the data be analyzed soon enough for action to be taken?
62(1)
Is the cost of collecting and analyzing data justified?
63(1)
Will the measure encourage any undesirable behaviours?
64(2)
Learning points
66(1)
It's not just a KPI
66(1)
Pass or fail
67(1)
And finally ...
67(2)
5 Comparing Performance
69(28)
Apples and pears
73(7)
Differences in data collection
73(2)
Different datasets
75(1)
Different methodologies
76(2)
Interpretation and presentation
78(2)
Timeliness
80(1)
Special variation
81(1)
Choice and relevance
82(1)
Using data unintended for comparative purposes
83(1)
Yes, but ...
84(1)
Moving up the rankings
85(4)
Unintended consequences
89(3)
Learning points
92(3)
Which data to collect?
93(1)
Collection mechanisms
93(1)
Consistency
94(1)
Handling ambiguity
94(1)
And finally ...
95(2)
PART III PERFORMANCE MANAGEMENT
97(100)
6 Target Turmoil
99(28)
What are performance targets?
102(2)
When targets go bad
104(2)
Are targets so bad?
106(1)
The main pitfalls
107(7)
When targets do good
114(2)
Clarity and commitment
116(2)
Unexpected benefits
118(1)
Learning points
119(7)
Types of targets
121(1)
Setting targets
122(1)
Feedback
123(1)
Targets and incentives
124(1)
In summary
124(2)
And finally ...
126(1)
7 Gaming and Cheating
127(30)
Gaming: what is it?
129(4)
Gaming and cheating
133(4)
What drives gaming and cheating?
137(7)
The pressure to perform
139(2)
Targets --- the wrong kind and in the wrong way
141(1)
The climate of competitiveness
142(2)
Types of gaming
144(5)
The number and predictability of gaming behaviours
145(4)
Learning points
149(5)
Relieving the pressure
150(1)
Setting the right kind of target
150(1)
Foreseeing the future
151(1)
Improving data management systems
151(1)
Changing the culture
152(2)
And finally...
154(3)
8 Hoping for A Whilst Rewarding B
157(18)
Common management reward follies
160(9)
Hoping for teamwork whilst rewarding individual effort
160(2)
Hoping for the long term whilst rewarding short-term gain
162(1)
Hoping for truth whilst rewarding lies
163(3)
Hoping for contribution whilst rewarding outcomes
166(1)
Hoping for budget control whilst rewarding overspend
167(2)
Learning points
169(4)
Targets, rewards and measures
169(2)
Reward people later
171(1)
Avoid negative spillover
171(1)
Systems thinking
172(1)
And finally ...
173(2)
9 Failing Rewards and Rewarding Failure
175(22)
Top rewards for top performers
178(1)
Rewarding failure
179(1)
Failing rewards
180(2)
Measurement, rewards and motivation
182(3)
When financial rewards backfire
185(3)
What motivates us?
188(4)
Learning points
192(4)
Motivation and long-term goals
192(1)
Different strokes for different folks
193(1)
The right measures
194(1)
The time to reward
195(1)
Team vs. individual rewards
195(1)
And finally ...
196(1)
PART IV CONCLUSIONS
197(8)
10 Will Measurement Madness Ever Be Cured?
199(6)
And finally ...
203(2)
References 205(12)
Index 217
DINA GRAY, PhD is a Strategic Business Consultant lecturing on Cranfield University's Executive Education programmes, and she is also Chair of the Regional Advisory Boards for the Innovation Group plc. advising on strategic performance implementation.

PIETRO MICHELI, PhD is Associate Professor of Organizational Performance at Warwick Business School. As a management consultant, he has worked with over 30 organizations, private and public. As a researcher, he has published widely on the subjects of performance measurement and innovation.

ANDREY PAVLOV, PhD is a Lecturer in Business Performance Management at Cranfield School of Management and Director of the Executive MSc in Managing Organisational Performance at Cranfield. He is a regular speaker at conferences around the world, and his work has been published in numerous industry and academic journals.