Authors: Juhani Ukko, Jarkko Tenhunen, Hannu Rantanen
Addresses: Department of Industrial Management, Lappeenranta University of Technology, Lahti Unit, Saimaankatu 11, Lahti FI-15140, Finland. ' Department of Technology Development, Employment and Economic Development Centre for North Karelia, P.O. Box 8 (Kauppakatu 40 B), Joensuu FI-80101, Finland. ' Department of Industrial Management, Lappeenranta University of Technology, Lahti Unit, Saimaankatu 11, Lahti FI-15140, Finland
Abstract: The design, implementation and use of Performance Measurement (PM) systems have been studied extensively. However, the literature shows little evidence on what kind of impacts PM practises have had on, for example, the performance of the operative level of an organisation. This paper focuses on the impacts PM has had on the Quality of the Working Life (QWL) of employees, for example, their work motivation, learning opportunities, job satisfaction, participation in decision making and reward system. Furthermore, this paper presents how the perceptions of management and employees differ from each other and what the key elements in the implementation process are as regards the accomplishment of positive impacts of PM on the quality of working life. This paper concludes with the underlying factors behind the positive impacts of PM on the quality of working life.
Keywords: performance management; performance measurement; quality of working life; management; leadership; motivation; learning; job satisfaction; decision making; reward systems; employee perceptions.
International Journal of Business Performance Management, 2008 Vol.10 No.1, pp.86 - 98
Published online: 02 Dec 2007 *Full-text access for editors Access for subscribers Purchase this article Comment on this article