One of the most important challenges that people in senior management positions face is the responsibility of ensuring their organizations' effective practice of performance management. As this book reveals, performance management comprises an interdisciplinary field of study and practice that draws upon a wide set of business disciplines, including strategic management, organizational behaviour, organizational theory, and management accounting.
This book provides a contemporary examination of theories, issues, and practices related to performance management. An original performance management framework helps structure the book, and in particular the ordering and layout of the book's chapters. Unlike other performance management frameworks, the one used here is grounded in concrete organizational phenomena, therefore making it more accessible and meaningful to practitioners, scholars, and students.
Ralph W. Adler is Professor of Accounting at the University of Otago, New Zealand. He has taught graduate and undergraduate students in the USA and New Zealand for more than 25 years. Ralph is the Director of Otago's Centre for Organisational Performance Measurement and Management and serves as the Chairman of the Performance Measurement Association of Australasia. He qualified as a Certified Public Accountant (USA) in 1984 and was made a Fellow Chartered Accountant of Chartered Accountants Australia and New Zealand in 2016. Ralph is a past holder of the Coopers and Lybrand Peter Barr Fellowship and the American Chamber of Commerce Business Education Fellowship. He is a graduate of Colgate University, NY (BA), Duke University, NC (MBA), and State University of New York Albany (PhD).
1. Performance management: an introduction Part I: Performance Management Beginnings 2. What is performance management? 3. The rise of performance management 4. Theory and performance management Part II: Organizational Strategy 5. Organizational goals and objectives 6. Introduction to organizational strategy 7. Competitive strategy Part III: Levers of employee influence 8. Organizational structure 9. Organizational systems, processes, and procedures 10. Organizational culture Part IV: Contingent Factors 11. Internal environment 12. External environment 13. Conclusion