Assessing performance and productivity in white‐collar organizations

Tuttle, Thomas C.; Romanowski, John J.

doi:10.1002/npr.4040040302

Cited by 10 publications

(5 citation statements)

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“…Critical to this process is determining what is explored in conducting an assessment, and how the results are shared with the organization (Conlon and Short, 1984). Identifying what to assess, and how, becomes increasingly more complex as the work becomes more intangible and knowledge-based (Tuttle and Romanowski, 1985). What is needed is an assessment approach that is relevant for the process or work being assessed, can provide relevant guidance and does so in a way that is accessible and meaningful for the organization.…”

Section: Introductionmentioning

confidence: 99%

If maturity is the answer, then exactly what was the question?

Mullaly¹

2014

International Journal of Managing Projects in Business

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Purpose – Maturity models have been widely adopted as a popular framework for improvement project management practices. Despite their prevalence, there is still minimal evidence that improvements in maturity correspond to improvements in performance or value. This paper aims to explore the challenges faced in applying project management maturity models and offers suggestions for their revision. Design/methodology/approach – The paper highlights the presumptions in their development and use that are inhibiting relevance of maturity models. Case studies from a major research project explore the relationship between maturity and value. Insights are generated on how project management maturity models need to change in order to become relevant. Findings – Project management maturity models presume that project management is universal, control oriented and consistent, and that maturity is a linear process. Empirical evidence demonstrates that the practice of project management varies, that different practices result in different value. The paper suggests that a contingent and contextual approach to assessment is required, which maturity models as currently defined may not be able to support. Research limitations/implications – This is a largely conceptual paper and draws on a limited number of case studies that derived maturity from a comprehensive understanding of project management practices. It is not tied to one specific model, and a model that would address the criticisms discussed here has not been conceived or developed. Practical implications – This paper will have particular relevance for organizations, who may place excess faith in the rhetoric surrounding maturity models without questioning their underlying relevance or value. It is also of importance to those who develop maturity models and suggests strategies for their significant revision. Originality/value – This paper takes an important look at whether maturity models actually deliver on their promise and argues that by both design and structure, they are unlikely to do so in their current form.

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Section: Introductionmentioning

confidence: 99%

If maturity is the answer, then exactly what was the question?

Mullaly¹

2014

International Journal of Managing Projects in Business

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“…Balk (1975) also suggest that people would have to learn how to handle "softer" productivity measurement information and recognized this would affect the way people manage things. Tuttle and Romanowski (1985) note that the shift to service and information-based organizations present a serious challenge to management strategies and traditional approaches to productivity management, and KW demands new ways to assess and improve performance and productivity to sustain productivity gains. Bridges (1992) suggests that a key to implementing productivity improvements is putting everything in directly measurable terms.…”

Section: Introductionmentioning

confidence: 99%

A Survey of Knowledge Work Productivity Metrics

Nembhard

Chang-jun

2012

International Journal of Productivity Management and Assessment Technologies

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This paper presents a unique comparison of work on productivity metrics in the literature and that in use in practice, with the aim of identifying gaps, and opportunities for researchers and practitioners to meet the challenge of improving knowledge worker productivity. Methods used include surveys, group interviews, and in-depth interviews. The authors conclude that several metrics including effectiveness, efficiency, profitability, innovation, and customer satisfaction may need to be given more attention when considering productivity evaluation. It is also important to identify knowledge work intensity, and select metrics that are most appropriate for each worker’s knowledge intensity level. Results provide insights for enterprises to identify useful metrics for evaluating the knowledge workforce. Specifically, for high intensity work, effectiveness is a valuable metric, but for lower intensities, efficiency may be more practical.

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“…In addition, Marcus and Soh (1993) suggested that all component parts of the IT investment process must be taken into account to get a more effective evaluation of IT benefits. Like the TQM researchers previously cited, these researchers all point to the need for a comprehensive measurement framework considering all dimensions of “white‐collar” performance (Tuttle & Romankowski, 1985) including efficiency, effectiveness, productivity, quality, quality of work life, innovation, and productivity. Additional benefits such as autonomy, control, and satisfaction could be added to this list.…”

Section: Lessons and Limitations Of Measuring Organizational Valuementioning

confidence: 99%

Understanding the Value of Project Management: First Steps on an International Investigation in Search of Value

Thomas

Mullaly

2007

Project Management Journal

111

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Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.

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Assessing performance and productivity in white‐collar organizations

Cited by 10 publications

References 0 publications

If maturity is the answer, then exactly what was the question?

If maturity is the answer, then exactly what was the question?

A Survey of Knowledge Work Productivity Metrics

Understanding the Value of Project Management: First Steps on an International Investigation in Search of Value

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