Details

Autor(en) / Beteiligte

• Gray, Dina,
• Gray, Dina,
• Micheli, Pietro,
• Pavlov, Andrey,

Titel

Measurement madness : recognizing and avoiding the pitfalls of performance measurement

Auflage

1st edition

Ort / Verlag

Chichester, West Sussex : Wiley,

Erscheinungsjahr

2015

Link zum Volltext

• Wiley Online Library - AutoHoldings Books

Beschreibungen/Notizen

• Description based upon print version of record.
• Includes bibliographical references and index.
• Cover; Title Page; Copyright; Contents; Part I Introduction; Chapter 1 The Road to Insanity; Chapter 2 Performance and Measurement; What is performance measurement?; What is performance?; What is measurement?; Getting the number or changing the behaviour?; Part II Performance Measurement; Chapter 3 Measurement for Measurement's Sake; Making things measurable; Measures and more measures; Competitive measuring; Sticky measures; Conflicting measures; Losing the link to performance; Excessive reliance on measures; Fixating on measures; Getting desensitized to numbers
• Getting lost in performance dataPaying the price; Preventing learning and change; Learning points; Deciding what to measure; Designing a robust indicator; Managing with measures; And finally...; Chapter 4 All I Need is the Right Measure!; How difficult can this be?; What's in a name?; Knowing the purpose; Poor relations; It's in the formula; Frequency; Where does the data come from?; What will you do with the results?; How strong are your indicators?; Is the indicator measuring what it is meant to measure?; Is the indicator only measuring what it is meant to measure?
• Is the indicator definitely the right indicator?Is the indicator consistent regardless of who measures and when?; Can the data be readily communicated and easily understood?; Is any ambiguity possible in the interpretation of the results?; Can and will the data be acted upon?; Can the data be analyzed soon enough for action to be taken?; Is the cost of collecting and analyzing data justified?; Will the measure encourage any undesirable behaviours?; Learning points; It's not just a KPI; Pass or fail; And finally...; Chapter 5 Comparing Performance; Apples and pears
• Differences in data collectionDifferent datasets; Different methodologies; Interpretation and presentation; Timeliness; Special variation; Choice and relevance; Using data unintended for comparative purposes; Yes, but...; Moving up the rankings; Unintended consequences; Learning points; Which data to collect?; Collection mechanisms; Consistency; Handling ambiguity; And finally...; Part III Performance Management; Chapter 6 Target Turmoil; What are performance targets?; When targets go bad; Are targets so bad?; The main pitfalls; When targets do good; Clarity and commitment; Unexpected benefits
• Learning pointsTypes of targets; Setting targets; Feedback; Targets and incentives; In summary; And finally...; Chapter 7 Gaming and Cheating; Gaming: what is it?; Gaming and cheating; What drives gaming and cheating?; The pressure to perform; Targets - the wrong kind and in the wrong way; The climate of competitiveness; Types of gaming; The number and predictability of gaming behaviours; Learning points; Relieving the pressure; Setting the right kind of target; Foreseeing the future; Improving data management systems; Changing the culture; And finally...
• Chapter 8 Hoping for A Whilst Rewarding B
• "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 authors of 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"--
• English
• Description based on print version record.