Impact of performance management reviews: evidence from an energy supplier.

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dc.contributor.authorMartinez, Veronica
dc.contributor.authorKennerley, Mike
dc.date.accessioned2008-12-23T11:39:53Z
dc.date.available2008-12-23T11:39:53Z
dc.date.issued2007-06
dc.description.abstractOrganisational researchers and managers alike have long held the view that performance reviews, based on performance measurement systems, have a positive impact on business performance. Nevertheless, there is relatively little research to support this hypothesis. This study sets out to tackle this gap by testing the effect of performance reviews on business performance in a UK energy supplier using agency theories. Our evidence shows thirty-three positive effects of performance reviews; twelve of them are identified as the most cited by our interviewees. Seven factors that moderate the firm’s results are identified; the ‘local leadership’ on performance reviews, which is a contribution to knowledge from this research, stood out as one of the most powerful factors that moderate performance reviews. Two negative effects of performance reviews are highlighted by this research. Finally, this research discusses the implications to the body of knowledge and practice.en_UK
dc.description.sponsorshipHungarian Association of Logistics Purchasing and Inventory Managementen_UK
dc.identifier.citationMartinez, V. and Kennerley, M. Impact of performance management reviews: evidence from an energy supplier, Conference Proceedings EUROMA, Operations and Global Competitiveness; Budapest, Hungry; June 19-22, 2005.en_UK
dc.identifier.issn0144-3577
dc.identifier.urihttp://hdl.handle.net/1826/3069
dc.language.isoenen_UK
dc.publisherEmeralden_UK
dc.subjectperformance management reviewen_UK
dc.subjectperformance measurement systemsen_UK
dc.subjectperformance management systemsen_UK
dc.titleImpact of performance management reviews: evidence from an energy supplier.en_UK
dc.typePostprinten_UK

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