Performance Based Management (PBM) Annotated Bibliography

Pages: 15 (4653 words)  ·  Bibliography Sources: 8  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business  ·  Written: February 2, 2017

Focusing on a large water and sewerage firm in Poland, the article outlines the steps involved in designing and implementing a PBM system. The first step involves strategic analysis, which entails evaluating the organisation's internal and external environment. This includes the present strategic direction (vision, mission, and objectives), state of the organisation, strengths (resources and capabilities), weaknesses (processes, controls, systems, procedures, etc.), as well as threats and opportunities in the micro and the macro environment. A strategic analysis ensures informed determination of performance measures and outcomes. The final step involves actual implementation. An important aspect of the PBM implementation cycle relates to stakeholder engagement. The relevant stakeholders -- from employees to suppliers -- must be effectively engaged to ensure a shared understanding of the PBM process, what it seeks to achieve, and their role in achieving those objectives. For instance, employees must be engaged through frequent communication as well as training so as to understand the value of PBM and how it affects their responsibilities, work expectations, and remuneration. The value of this article stems from its focus on PBM implementation. This is indeed an aspect ignored by most studies in this area, including the aforementioned ones. Majority of the studies dwell on defining PBM and its impact on employee and organisational outcomes. This study, therefore, fills an important gap in literature. It is important for organisations to understand how to go about the PBM process to avoid wastage of resources, time, and effort. Nonetheless, it is important to note that the PBM implementation process may not in practice be as procedural as depicted by the article. Furthermore, processes may vary from one organisation to another. Another limitation of the study is its case study nature, which limits its generalisability to other organisations and/or contexts.

Brudan, A. (2010). Rediscovering performance management: systems, learning and integration. Measuring Business Excellence, 14(1), 109-123.

Annotated Bibliography on Performance Based Management (PBM) Assignment

This article is a conceptual paper exploring PBM as a discipline and proposing a unified PBM model. Organised as a literature review, the article particularly tracks the emergence and development of PBM along individual, operational, and strategic dimensions. The article demonstrates that PBM is a relatively new discipline, though its root can be traced to as early as the beginning of organisations several centuries ago. The discipline emerged from systems thinking. This means that PBM is supported by a wide range of disciplines, including strategic management, accounting, human resource management, project management, and psychology. Essentially, PBM requires that an organisation be viewed as a system made up of several interrelated components. Interaction between these components has important implications for organisational inputs and outputs. Another important theme in the article is that PBM is applicable in three levels: individual, operational, and strategic levels. In other words, PBM processes target individual (employee) performance, operational (departmental or functional) performance, and strategic performance (achievement of corporate and business-level objectives). This is a much broader conceptualisation of the notion of PBM, a major strength of the article. The article provides important implications for practice, especially in terms of enhancing the governance of performance management. It particularly emphasises the importance of systems thinking and learning in performance management. The usefulness of this article further emanates from its comprehensive description of the notion of PBM. Agreeing with Woerrlein & Scheck (2016), Brudan (2010) notes that lack of a solid understanding of PBM is problematic, both in practice and research. At the time of authoring this article, the author was a PhD candidate at the University of Melbourne, Australia. Though this could be interpreted as fairly limited understanding of the topic, the article portrays reasonable academic rigour and quality.

Lutwama, G., Roos, J., & Dolamo, B. (2013). Assessing the implementation of performance management of health care workers in Uganda. BMC Health Services Research, 13: 355.

This article assesses the implementation of PBM in the health care sector in Uganda. While most countries in the developed world have embraced PBM, their counterparts in the developing world have lagged behind. In Uganda, reforms in the health care sector have been ongoing in the last two decades, particularly focusing on the introduction of PBM and decentralisation of personnel management to the local government. Using a mixed methods approach (self-administered questionnaire plus semi-structured interviews, as well as stratified random sampling and purposive sampling), the authors of this article sought to examine the extent to which PBM is implemented in the Ugandan health care sector. The study found that though PBM is implemented to some extent, there were considerable loopholes in implementation. More specifically, there were shortfalls in defining performance targets, undertaking performance management planning, as well as defining and familiarising staff members with performance indicators and standards. Additionally, performance assessment schedules were not complied with and there were insufficient performance feedback, ineffective rewarding mechanisms, and limited opportunities for career advancement, further hindering the achievement of the desired outcomes. This article emphasises some of the key success factors as far as PBM implementation is concerned. For organisations to get the most out of PBM, attention has to be paid to regular performance feedback, proper rewarding systems, ongoing performance tracking, and, most importantly, effective setting and communication of performance targets and indicators. Further, the article demonstrates that any organisation can indeed implement PBM irrespective of sector of operation or even country of origin. Similar to Turk (2016), this article employed the mixed methods approach, which is a major strength of the study. Nonetheless, purposive sampling was utilised, which might have introduced some bias. The authors of this article are affiliated to the University of South Africa, meaning that the article presents authoritative and credible information.

Ploom, K., & Haldma, T., (2013). Balanced performance management in the public education system. Baltic Journal of Management, 8(2), 183-207.

The author of this article teaches economics and business administration at Estonia's University of Tartu. This eliminates doubts… [END OF PREVIEW] . . . READ MORE

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How to Cite "Performance Based Management (PBM)" Annotated Bibliography in a Bibliography:

APA Style

Performance Based Management (PBM).  (2017, February 2).  Retrieved September 26, 2020, from

MLA Format

"Performance Based Management (PBM)."  2 February 2017.  Web.  26 September 2020. <>.

Chicago Style

"Performance Based Management (PBM)."  February 2, 2017.  Accessed September 26, 2020.