DEVELOPMENT OF A COMPREHENSIVE MANAGEMENT PERFORMANCE ASSESSMENT SYSTEM IN MANAGEMENT SERVICE COMPANIES
DOI:
https://doi.org/10.55640/Keywords:
Management performance, performance assessment system, service companies.Abstract
This study focuses on the development of a comprehensive management performance assessment system specifically tailored for management service companies. The research explores methods for evaluating managerial efficiency, decision-making effectiveness, and operational performance in organizational settings. The proposed system integrates quantitative and qualitative indicators to provide a holistic view of management effectiveness, supporting strategic planning, performance improvement, and informed decision-making. The study highlights the practical application of performance assessment tools in service-oriented companies to enhance overall organizational productivity and competitiveness.
References
1.Armstrong, M. Armstrong’s Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance. London: Kogan Page, 2020.
2.Kaplan, R. S., & Norton, D. P. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 2019.
3.Bourne, M., Neely, A., Mills, J., & Platts, K. Implementing Performance Measurement Systems: A Literature Review. International Journal of Business Performance Management, 2018, 19(1), 1–24.
4.Ferreira, A., & Otley, D. The Design and Use of Performance Management Systems: An Extended Framework for Analysis. Management Accounting Research, 2016, 31, 53–71.
5.Chen, I. J., & Popovich, K. Understanding Customer Relationship Management (CRM): People, Process and Technology. Business Process Management Journal, 2019, 5(4), 502–520.
6.Aguinis, H. Performance Management for Dummies. Hoboken: Wiley, 2021.
7.Otley, D. T. Performance Management: A Framework for Management Control Systems Research. Management Accounting Research, 2019, 10(4), 363–382.
Downloads
Published
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain the copyright of their manuscripts, and all Open Access articles are disseminated under the terms of the Creative Commons Attribution License 4.0 (CC-BY), which licenses unrestricted use, distribution, and reproduction in any medium, provided that the original work is appropriately cited. The use of general descriptive names, trade names, trademarks, and so forth in this publication, even if not specifically identified, does not imply that these names are not protected by the relevant laws and regulations.
