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PurposeOrganizations often introduce performance measurement systems (PMSs) in order to evaluate the level of their performance, make comparison with competitors, and plan their future activities. Since indicators may affect the behaviour of the monitored system, the design and implementation of a PMS should always include the analysis of the impact it may exert on the organization itself. The aim of this paper is to suggest a methodology to evaluate this impact.Design/methodology/approachThe proposed approach is based on an impact reference model derived from the balanced scorecard (BSC) framework. The different perspectives of the BSC are interpreted as areas of impact within an organization. Structured steps for impact evaluation are described and specific techniques of analysis are introduced.FindingsA series of case studies, together with an analysis of advantages and disadvantages of the proposed method, are presented. Results show that, although many sets of indicators are usually able to meet the role of a PMS, they may exert a different impact on the context they are applied. The proposed methodology results to be a useful instrument for choosing the right set of indicators from the impact point of view. Finally, possible research paths to be undertaken for further developments of the proposed methodology are traced.Research limitations/implicationsThe application of the method is based on the assumption that managers charged with the analysis have a profound understanding of the specific contextual factors which may determine a reaction of the organization to a performance indicator or a PMS. Furthermore, at the moment, the methodology does not consider the possibility of interaction among different indicators in producing the impact.Practical implicationsThis paper may be used to guide the selection of the most appropriate PMS from the impact point of view. The proposed methodology can be very helpful instrument for an organization involved in the design of new PMSs. It guides the decision maker through the various phases: indicators definition, analysis of their properties, impact analysis, and choice of the set with the preferable impact profile.Originality/valueThe issue of impact has been long debated in literature. Many articles try to analyse the operative and strategic consequences of the introduction of a PMS in an organization. This paper proposes a methodology for a more structured and objective evaluation of the impact of new PMS before introducing it in a firm. This can result in a significant help for manager who have to find the best set of indicators for the performance evaluation of their organization or have to choose between two or more sets of indicator satisfying, in principle, the same representation objective.

The measurement of a service Quality is a relevant issue for organizations. In this paper we describe an application of the Parasuraman, Zeithalm and Berry's (PZB) conceptual model of service Quality in the field of the water and sewage service. The PZB model determinants have been specialized for this specific target and a multi-questionnaire has been developed. This activity has been developed basing on Quality Function Deployment methodology. The described approach is structured into two parts. The first one concerns a general evaluation of the service Quality, while the second one considers specific service aspects enabling to better understand possible reasons of dissatisfaction. A specific software application to support data collection and statistical analysis is described. The proposed monitoring tool ensures an overall evaluation of service Quality from the customer point of view. Its organization into two parts allows reducing the overall costs of data acquisition as well as maximizing the information got from customers. The multi-questionnaire can be tailored in order to meet the needs of both customers and service controller in the monitored areas. The results of the survey show the perceived Quality of the service. Future work will be focused on the comparison between the customers' perceptions and the Quality which is actually assured by the service provider (the offered Quality).

The evaluation of service quality is usually carried out using a suitable set of Performance Indicators (PIs). In general, the development of a proper set of PIs is a fundamental prerequisite to monitor organisation or process performances. Many conceptual models have been proposed in the literature. The question is how to make these models operative. This paper aims to describe a structured methodology to identify a set of PIs for service quality monitoring. First, the service is mapped in order to identify its main activities. Then, the Quality Function Deployment (QFD) methodology is applied. Relations between the service quality determinants and the corresponding indicators are established and analysed. The monitoring of a service often implies the definition of large PI sets. To make quicker indicators analyses and process anomalies identification, a subset of the most critical PIs is selected (Performance Dashboard). This subset is used for the earliest monitoring of the system. In this paper, different selection techniques are proposed and compared. The methodology has been experimentally tested on a Help Desk (HD) service. The obtained results are proposed and discussed.