Effective Use and Misuse of Performance Measurement

Abstract

billing. This article identifies fallacies in the logic of PM and provides examples of ways in which PM is routinely misused. As a result, performance measures are frequently irrelevant-or worse. Used in isolation, they invariably reward and encourage the wrong activities and result in less, rather than more, attention to outcome and quality. This article also identifies strategies for effective use of PMs. In particular, it identifies how PMs can be useful for monitoring purposes, for raising questions, and for identifying areas requiring management attention. PMs, by themselves. are not appropriate for assessing outcomes, for determining future directions or for resource allocation. They can, however, be one important component of a comprehensive evaluation strategy.

The 2010 Canadian Cardiovascular Society guidelines for the diagnosis and management of heart failure update: Heart failure in ethnic minority populations, heart failure and pregnancy, disease management, and quality improvement/assurance programs

“…Previous updates of the CCS HF guidelines (188)(189)(190) have addressed disease management, transitional care and end-of-life planning and care, formulating recommendations that could form the basis for new performance indicators (Table 8). Whatever their source, performance indicators are more likely to be effective if stakeholders are actively involved in their development and application, and if they are sensitive to the organizational context in which they are used (191).…”

Performance Measures and Its Pitfalls: An Exploratory Study

“…Also, "a focus on outcomes provides communities (all levels) with the opportunity for collective, shared deliberation about what constitutes valued outcomes from a given endeavor" (p. 162). Perrin (1998) supports this claim and suggests that the use of performance measures within a networked environment might appear as rational decision making when, in reality, many of decisions with performance measures support political goals. Consequently, many municipal governments either refuse to report on specific indicators by arguing that measures outcomes are not possible in their particular localities due to their unique circumstances or they rely on reporting only on indicators that are measurable and less controversial.…”

Gestão por indicadores em shopping center

“…Kaplan e Norton afirmam que o número de indicadores não chega a ser uma questão problemática, desde que os indicadores sejam interrelacionados e focados em atingir a mesma estratégia essencial (Kaplan & Norton, 1997), enquanto que o excesso de informação pode dificultar o processo de tomada de decisão. Dessa forma, possuir um conjunto de um pequeno número de indicadores com o objetivo de se reduzir a complexidade de um sistema é a essência da mensuração de desempenho (Perrin, 1998).…”