Visual Performance Management: Does it work in Public Service Organisations?

Visual Performance Management (VPM) has been prominent within Lean manufacturing environments for a number of decades, but its use has only recently started to emerge in service organisations. We consider the transition of VPM approaches to service environments and, utilising a case study method with two public service organisations, we explore four aspects of visual performance implementation. We start by exploring the strategic drivers for VPM adoption, the transparency of VPM, the performance management approach used, and changes in organisational effectiveness resulting from the introduction of VPM. Findings indicate that VPM approaches do work within public service environments, and have a tangible impact on management, but strategic alignment and data integrity are common concerns, and should be considered essential prerequisites

Grantmaking in New Zealand: Giving That Works

Philanthropy in New Zealand has a long and proud history, and continues to play an important role in creating opportunities within our society which would not exist but for the on?going generosity of organisations, trusts, foundations, families and individuals. Yet while we have this long tradition, this is the first national survey specifically designed to shed light on current New Zealand grantmaking practice. The New Zealand Grantmaker Practices Survey was undertaken in August and September of 2013, and asked respondents to consider in detail their grantmaking practices over the three years, 2011?2013. The data generated by respondents of this survey provides an important datum line regarding the New Zealand philanthropic grantmaking sector, and while interesting and useful in its own right, will be seen as even more valuable in future years when we will have the ability to compare the 2013 data to subsequent surveys. As such, this is the first of what is hoped to be a long succession of New Zealand national grantmaking practice surveys, which will help all with an interest in philanthropy better understand the challenges, opportunities and future potential of this essential aspect of our society and national culture

Impact of EFQM Excellence Model on leadership in German and UK organisations

Purpose of this paper: The research aimed to discover whether there were differences in leadership practices and perceptions of good leadership practice between German and UK organisations. Design/methodology/approach: A survey based on analysis of self-assessment documents submitted for the European Quality Award or its equivalents in Germany and the UK was distributed to 300 organisations in Germany and the UK. A response rate of 20% was achieved. The survey was also distributed to 20 assessors. Findings: There were more differences in perceptions of good practice between German organisations recognised for excellence and German organisations not using the Excellence Model than between German and UK organisations. In the UK, there were more differences between what was described as good practice and what was described as usual practice among organisations not using the Excellence Model than among organisations recognised for excellence. German assessors differed in their view of good practices from UK assessors and German organisations. Research limitations/implications (if applicable): The number of respondents was small, the organisations which chose to respond may not be typical and responses may not be accurate. A larger survey would help establish the generalisability of the findings. Focus groups would be particularly helpful in understanding the difference in perspective of the assessors. Practical implications (if applicable): An awareness of Anglo-German differences is helpful for managers with cross-border teams. The difference in assessor perceptions suggests that the training offered by the EFQM has not resulted in a common understanding. What is original/value of paper: The paper is valuable both to academics who are interested in cross-cultural leadership and to practitioners wrestling with the issues posed by cross-cultural teams

Institutional Isomorphism and Performance Management: Exploring the Linkage and Relationship in English Social Housing

This paper investigates institutional isomorphism within English social housing through the theoretical lens of strategic performance management. By employing a multiple case study analysis, we uncover how external isomorphic pressures are sensed within the organization as a strategic dissonance through its strategic performance management system. Housing Associations (HAs) need to respond to these ‘sensed’ external changes by adapting their internal strategic performance management, which are then measured and reported in a rapidly changing external environment. We argue that by focusing on changes in managing performance, organizational performance can become a lens by which the internalization of isomorphic pressures in social housing can be studied. A conceptual framework for social housing has been developed to study how HAs manage their performance in a rapidly changing context