1、中文 3988 字 本科毕业论文（设计） 外文翻译 外文出处 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 e
2、xternal effects of PMS really, downstream impacts are reflected in customers satisfaction, company reputation, plus regulators and local councils satisfaction. EDF Energys External effects of PMS Our analysis shows that PMS improved EDF Energy customers perception. Months after the PMS implementatio
3、n, service trends show that customers notice the difference in service delivery. In some areas, complaint letters decreased and commendatory letters increased. Consequently, PMS has improved EDF Energys reputation and image among institutions and competitors. For example, take the comment from a DTI
4、 manager that: “the DTI regards EDF Energy as a company which has moved on from the traditional way energy companies 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 P
5、MS from other concurrent management initiatives. Our analysis of the effect of PMS on EDF Energys 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 reputa
6、tion 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 come through within the next three to four years. Early data shows that PMS has had some b
7、enefits 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 communication is considered to be more effective. For example, a manager explained that as a result
8、of a joint scorecard with a city council, EDF Energy now has a clearer idea of the city councils particular priorities for restoring the service in the event of a supply fault. Negative Effects of PMS in EDF Energys Performance:The Problems EDF Energy has also identified, through this analysis, a fe
9、w 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 Energys employees found PMS to be too time-consuming, especially at the initial implementation stage because the benefits were then uncertain
10、. They did not know the new process and therefore everything was difficult to remember and implied more work to be done. EDF Energys experience also shows that over-complicated measures become difficult to understand and manage. They make employees lose attention and interest in them. EDF Energys le
11、arning 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 Energys experience also shows that over-complicated measures become difficult to understand and manage. They make employees lose a
12、ttention and interest in them. EDF Energys 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 Energys staff also thought that misleading prioritisation is one of PMSs main drawbac
13、ks. That is illustrated when a red measure flashes (in a trafficlights reporting visualisation) it gets peoples attention, focus and resources - even though this measure might not be as important as other measures in green. In this way, resources and attention can easily be diverted away from potent
14、ially more vital measures. At the strategic level, some of EDF Energys senior managers found that PMS can be somewhat mechanistic - thereby limiting the freedom for intuitive management. At the tactical level too, the performance review process of PMS can be quite monotonous. This means that manager
15、s have to continuously refresh the way in which performance is reviewed to keep it interesting and attractive. Hence the leadership role of local managers plays a key role in the success of the performance management systems； moreover, they are crucial to moderating the outcomes of PMS implementatio
16、n too. Benefits from Performance Management Reviews (Figure 2 page 10) The agency theory of the firm (an academic construct about dependencies) suggests that organisations implementing performance reviews seek to control their employees performance, and so the firms efficiency and effectiveness and
17、therefore its financial results and attractiveness to stakeholders - not least its customers and investors. Our previous research shows that firms could obtain additional benefits from performance reviews on the internal way their organisations perform, since this is a dependency of these firms productivity, profitability and reputation. Our findings at EDF Energy show that:Performance reviews at operational levels
