外文翻譯--影響績效評(píng)估及系統(tǒng)管理因素(編輯修改稿)
2025-06-26 06:55 本頁面
【文章內(nèi)容簡介】 heir targets, and so on. It is impossible to fully quantify the full impact of this significant difference in attitudes, other than to acknowledge that it exists and that it is perceived as a positive force. Local leadership We refer here to local leadership as the leadership executed by business unit managers, functional managers and team leaders. We found that local leadership has great influence on the PMS success. We analysed three EDF Energy business units with similar operations, scorecards, measures, targets, etc. We identified that one particular business unit excels in productivity, development of action plans and operational improvements. After paring these three business units, our analysis concluded that the local leadership was the factor that differentiates this one39。s exceptional performance. We realised that people working in this particular business unit are more engaged with PMS, motivated through different (nonfinancial) incentives. For example, the business unit39。s leader edits a local newsletter distributing news about performance and targets, congratulating teams that overperform, organising drinks out to celebrate performance, creating groups of best performers, etc. This leader appears to have a mental model of how to encourage people to use PMS and achieve targets. Maturity of PMS PMS Our analysis of the different effects of PMS shows that the level of PMS maturity affects the results of performance measurement systems. Firstly, our analysis shows that there is a close correlation between PMS maturity and the degree of improvements and changes. Second, our research also shows a correlation between PMS maturity and analytical thinking. The business unit with more experience in PMS uses the scorecard to support the development of new techniques. One of them is the 39。live line technique39。 that improves service delivery during maintenance or faults and reduces penalty costs. In summary, we identified a preliminary pattern: the higher the PMS maturity and so confidence in applying data to help achieve better performance solutions and operational improvement the more successful these business units are likely to be. This factor definitely warrants further study. A retrospective view of the PMS implementation at EDF Energy Lastly, EDF Energy39。s managers were asked a retrospective question in order to assess the overall effects of their performance management systems: If you had the opportunity to implement PMS again, would you do so? Interestingly, nobody said no every one of the 36 interviewees would implement PMS again without hesitation. Why? Generally, they pointed out that PMS has provided focus and a different way to operate their business. The overriding perception was that the effort and resources that EDF Energy invested in enhanced performance measurement and management systems provided a real and substantial payback over time. Our conclusions are that PMS implementation is not an easy route to success (and most worthwhile things do not fall into that category). It requires perseverance, large doses of encouragement, management listening in order to ironout some initial implementation glitches, the quantification of largely intangible benefits, and patience for the realisation of tangible outes. But it is worth it most of all for aligning management and staff efforts with the organisation39。s strategic objectives. That is one enormous return on investment that pany finance directors need to be aware of when considering such initiative budgets. Conclusions and forwardlooking suggestions Using this as a benchmark, organisations can pare their PMS effects on the Survey Results and identify their own effects. It will he
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