Implementing a new performance management system within a project-based organization: A case study

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dc.contributor.author Cheng, M. en
dc.contributor.author Dainty, A. R. J. en
dc.contributor.author Moore, D. R. en
dc.date.accessioned 2012-10-25T09:06:43Z
dc.date.available 2012-10-25T09:06:43Z
dc.date.issued 2007
dc.identifier.citation Cheng, M., Dainty, A.R.J. and Moore, D.R. (2007) Implementing a new performance management system within a project-based organization: A case study. International Journal of Productivity and Performance Management, 56 (1), pp. 60-75 en
dc.identifier.isbn 1741-0401.
dc.identifier.uri http://hdl.handle.net/2086/7644
dc.description.abstract Purpose: Effecting fundamental change in organizational practices and techniques is extremely problematic, particularly regarding human resource management (HRM) issues. A study exploring implementation of a new performance management system for improving individual project manager performance is presented. Methodology/Approach: The paper presents the findings of longitudinal research, carried out within a major construction organization, within which a new performance management system was developed and implemented. It analyses the ways in which resistance to change was manifested, and explores the actions necessary to circumvent barriers to its use as an organizational transformation tool based on a review of change strategies in other industries and sectors. Findings: Barriers to implementing new performance solutions stem from a lack of senior management commitment and support, ingrained working practices and an absence of appropriate training interventions. These are relatively straight forward to overcome within a robust implementation framework. Research limitations/implications: The empirical work upon which the assertions are based is grounded within a single case study. Further work is required to validate the findings within other firms. Practical implications: The posited approach provides a practical implementation methodology which may be transferable to other project-led organizations. Originality/value of paper: The practical implementation methodology proposed provides a point of departure for companies considering strategies for successfully implementing performance management tools. en
dc.description.sponsorship The project on which this research was based was funded by a grant from the EPSRC en
dc.language.iso en en
dc.publisher Emerald en
dc.subject performance management en
dc.subject organizational change en
dc.subject organizational learning en
dc.subject construction industry en
dc.subject implementation en
dc.subject action research en
dc.title Implementing a new performance management system within a project-based organization: A case study en
dc.type Article en
dc.identifier.doi http://dx.doi.org/10.1108/17410400710717082
dc.peerreviewed Yes en


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