Performance measurement and management: A tool for strategy execution
指出许多组织的绩效测量与管理（PMM）系统沦为官僚负担，提出将其与战略执行挂钩，通过识别关键成功因素（CSFs）使PMM成为有用的管理工具，并用案例说明。
Abstract In many organizations performance measurement and management (PMM) systems are little more than human resource bureaucracies with forms, rules, and review layers. These paper‐driven systems are burdens to managers and hence are completed marginally, if at all. They are typically seen by raters as extra work and by ratees as at best irrelevant, at worst demotivating. Most PMM improvement efforts center on the most visible aspect of PMM—the form. But these quick fixes attempt to treat symptoms (e.g., leniency), while diseases (e.g., lack of managerial accountability for performance improvement or development) go unchecked. Rather than periodic revisions to the rating scales, PMM can be made relevant by linking it to strategy execution. PMM can be a vital tool for strategy execution by signaling what is really important, providing ways to measure what is important, fixing accountability for behavior and results, and helping to improve performance. In this article a PMM process is described which begins with identification of Critical Success Factors (CSFs) derived directly from business strategy. These are the basis for a PMM process that is a welcome managerial tool. The successful use of PMM as a device for strategy execution is illustrated via a case study.