The Department Prism Approach The Performance Prism And Performance Evaluation

The Department Prism Approach: The Performance Prism and Performance Evaluation

The world of today forces companies to rigorously concentrate on key terms like ‘customer satisfaction’, ‘performance boosting’ and ‘performance measurement’. A famous tool for that was developed by Kaplan & Norton who introduced the balanced scorecard. But, Kaplan & Norton mainly concentrate on two stakeholders – the customer and the shareholder. As Neely, Adams and Kennerley (2002) claim, this is not far-reaching enough. A company must consider more stakeholders (e.g. the supplier, the employee and further more) as their approach of the performance prism explains. But, Neely and his colleagues did not explain in detail how to apply their performance prism to the departmental level, and how to connect it to a remuneration system. Here, the actual book gives brand-new ideas and tools for a consistent application of the developed framework to the departmental level. This book concentrates especially on the stakeholder approach of Neely, Adams and Kennerley which will be improved by the ‘stakeholder matrix’, and connected by the development of the ‘multidimensional performance appraisal table’ to performance evaluation. This is the second book of Erik Wödl regarding performance measurement.

The Performance Prism

Improvement of the Performance Prism and Combination with Performance Evaluation

Master's Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1.0, University of Applied Sciences Aalen (France Business School Clermont-Ferrand / HTW Aalen), course: International Business / Finance and Audit, language: English, abstract: After the glorious ascent of the Balanced Scorecard in the 80's, Neely, Adams and Kennerley developed in 2002 the Performance Prism as follower system of the Balanced Scorecard. The Performance Prism as a "second generation performance measurement system" claimed to adapt the advantages of the first generation systems but correct their shortcomings. The Performance Prism has the advantages of a multiple stakeholder recognition as well as a explicit strategy dimension. But Neely, Adams and Kennerley did not explain much how the Performance Prism can be applied to a single company department. This work tries to add value to the existing literature by the development of an departmental approach for the Performance Prism as well as an detailed way how to develop the departmental scorecard.