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Strategic performance evaluation: descriptive and prescriptive analysis

Strategic performance evaluation: descriptive and prescriptive analysis Addresses the question of how to assure effective performance evaluation of a public service strategic unit. Both descriptive and prescriptive approaches are discussed. Based on this analysis a practical model for performance evaluation is developed. The model proposed comprises key drivers of performance, including internal and external factors, as well as both quantitative and qualitative factors, simultaneously. The model has been designed using the Analytical Hierarchy Process (AHP) and tested using the Expert Choice Software. The testing results show that the evaluation outcomes differ as a function of the criteria used, the weight assigned, and the meaning given to each criterion. Using the same criteria with a different weighting scheme results in different outcomes for the same performance. This counter‐intuitive finding has important implications for management practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

Strategic performance evaluation: descriptive and prescriptive analysis

Industrial Management & Data Systems , Volume 101 (8): 10 – Nov 1, 2001

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References (24)

Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
0263-5577
DOI
10.1108/EUM0000000006169
Publisher site
See Article on Publisher Site

Abstract

Addresses the question of how to assure effective performance evaluation of a public service strategic unit. Both descriptive and prescriptive approaches are discussed. Based on this analysis a practical model for performance evaluation is developed. The model proposed comprises key drivers of performance, including internal and external factors, as well as both quantitative and qualitative factors, simultaneously. The model has been designed using the Analytical Hierarchy Process (AHP) and tested using the Expert Choice Software. The testing results show that the evaluation outcomes differ as a function of the criteria used, the weight assigned, and the meaning given to each criterion. Using the same criteria with a different weighting scheme results in different outcomes for the same performance. This counter‐intuitive finding has important implications for management practice.

Journal

Industrial Management & Data SystemsEmerald Publishing

Published: Nov 1, 2001

Keywords: Business analysis; Performance monitoring; Performance measurement; Strategic evaluation

There are no references for this article.