外文翻譯--影響績(jī)效評(píng)估及系統(tǒng)管理因素(已修改)
2025-06-01 06:55 本頁(yè)面
【正文】 中文 3988 字 本科畢業(yè)論文（設(shè)計(jì)） 外文翻譯 外文出處 Management Services 外文作者 Veronica Martinez, Mike Kennerley, Richard Harpley Richard Wakelen,Kathy Hart, James Webb 原文 ： Impact of Performance Measurement and Management Systems Veronica Martinez,Mike Kennerley,Richard Harpley,Richard Wakelen,Kathy Hart,James Webb The external effects of PMS – really, downstream impacts – are reflected in customers? satisfaction, pany reputation, plus regulators? and local councils? satisfaction. EDF Energy?s External effects of PMS Our analysis shows that PMS improved EDF Energy customers? perception. Months after the PMS implementation, service trends show that customers notice the difference in service delivery. In some areas, plaint letters decreased and mendatory letters increased. Consequently, PMS has improved EDF Energy?s reputation and image among institutions and petitors. For example, take the ment from a DTI manager that: “the DTI regards EDF Energy as a pany which has moved on from the traditional way energy panies operate to a business focused on service performance.” Despite some other researchers? findingsj, our research shows that it is extremely difficult to isolate the financial impact of PMS from other concurrent management initiatives. Our analysis of the effect of PMS on EDF Energy?s profitability did not show any clear pattern so far. The logic might suggest that EDF Energy should have improved its profitability by enhancing productivity, customers? satisfaction and corporate reputation as a result of the use of PMS。 however, the hard (financial) evidence does not convincingly support this proposition yet. However, the vast majority of interviewees believe positive financial effects will e through within the next three to four years. Early data shows that PMS has had some benefits on stakeholder relationships. In particular, city councils and contractors are more responsive about the expectations of different parties in relation to EDF Energy contracts。 and performance munication is considered to be more effective. For example, a manager explained that as a result of a joint scorecard with a city council, EDF Energy now has a clearer idea of the city council?s particular priorities for restoring the service in the event of a supply fault. Negative Effects of PMS in EDF Energy?s Performance:The Problems EDF Energy has also identified, through this analysis, a few negative impacts too. The Top 7 negative effects of PMS from our data analysis are highlighted in Table 3. The most significant of these is that some of EDF Energy?s employees found PMS to be too timeconsuming, especially at the initial implementation stage because the benefits were then uncertain. They did not know the new process and therefore everything was difficult to remember and implied more work to be done. EDF Energy?s experience also shows that ?overplicated measures? bee difficult to understand and manage. They make employees lose attention and interest in them. EDF Energy?s learning experience shows that 12 to 20 simple measures are the optimal number to keep employees interested, and these helped to focus them on the key business issues. EDF Energy39。s experience also shows that 39。overplicated measures39。 bee difficult to understand and manage. They make employees lose attention and interest in them. EDF Energy39。s learning experience shows that 12 to 20 simple measures are the optimal number to keep employees interested, and these helped to focus them on the key business issues. EDF Energy39。s staff also thought that 39。misleading prioritisation39。 is one of PMS39。s main drawbacks. That is illustrated when a 39。red39。 measure fla
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