Performance measurement in facilities management: driving innovation?

Pitt, Michael; Tucker, Matthew

doi:10.1108/02637470810894885

Cited by 96 publications

(90 citation statements)

References 35 publications

(39 reference statements)

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“…The aim is to present Norwegian knowledge development as experienced by the authors and found in the literature. FM has developed as a field since 1978 (Pitt and Tucker, 2008), and has, since that early beginning, focused on issues related to productivity. It is likely that the development of FM was influenced by society's craving for increasing efficiency following the economic crisis of midst 1970s and the evolvement of new public management (NPM) (Klungseth, 2015).…”

Section: Scope and Purposementioning

confidence: 99%

Measuring perception about sustainability of building materials in Kosovo

Hoxha

Haugen

Bjørberg

2017

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Structured AbstractPurpose: The purpose of this article is to explore the development of knowledge about facilities management (FM), in particular, the management of FM services in practice, education and research. The article questions whether we know more about optimal models for in-house or outsourcing FM after 25 years of applied research and development of best practices.Design/methodology/approach: The article is based on literature reviews, case studies and personal experiences from practice for over 25 years, concentrating on the public sector. The article maintains an international focus on the FM development, with particular focus on the development in Norway and the Nordic countries. The knowledge development triangle, and its integration of education, research and practice, is used as an underlying theoretical framework. Findings:The knowledge regarding management of FM services in both the public and private sector has been developed over the last two decades. The changes in both sectors is reflected in all the three aspects of the knowledge triangle. While the use of outsourcing increased significantly in popularity during the last 25 years, the Norwegian profile continues to have limited use of outsourcing. Research limitations/implications:The article is based a qualified selection of doctoral theses, research reports and scientific articles published in the period 1990-2015. The explorations include limited quantitative data. Practical implications -Social implications:The choice for FM in practice, whether fully or partly to produce services with internal resources or to make arrangements with external suppliers, is an important strategic decision regarding the choice of a procurement strategy for the company or the organisation. This decision is not necessarily about outsourcing or in-house, but rather the strategic sourcing and management of the needed services.Originality/value: Twenty-five years of research have shown that a simple solution and answer to the questions about in-house or outsourcing FM services is lacking. To find a good solution, it is necessary to understand the content of FM services with respect to quality and efficiency, and to understand the interaction between FM, the core activities and the users.

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Section: Scope and Purposementioning

confidence: 99%

Measuring perception about sustainability of building materials in Kosovo

Hoxha

Haugen

Bjørberg

2017

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“…According to BIFM [14], FM "encompasses multi-disciplinary activities within the built environment and the management of their impact upon people and the workplace." Pitt and Tucker [16] suggest that the purpose of FM is integrating noncore services to adequately support the core functions and objectives of an organization. To achieve this function, Kincaid [17] observes effective FM need to recognize three key characteristics:…”

Section: The Strategic Role Of Facilities Managementmentioning

confidence: 99%

“…Amaratunga & Baldry [49] contend that, measurement is not an end in itself, but a tool for more effective management. It is argued that organizations need to transition from just measuring performance to actually managing it in order to maximize the use of its performance measurement outcomes and create strategic value [16,49]. To successfully transition from performance measurement to performance management Amaratunga & Baldry [49] suggests that the right organizational structure for performance measurement, and the ability to use performance measurements outcomes to effect change in the organization must be in place.…”

Section: 3mentioning

confidence: 99%

A review of sustainable facilities management knowledge and practice

2016

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Abstract. Sustainability is seen as a far-reaching issue now, and one which the facilities management [FM] profession cannot overlook. This paper explores current sustainable facilities management [SFM] knowledge and practice with specific focus on performance as part of a research focus toward proposing a sustainable FM performance management framework for sustainable healthcare waste management in Malaysia. This paper utilized a review of extant literature on the subject of SFM, FM performance and FM development in Malaysia as source of information. Findings reflect the increasing recognition of the need for the strategic FM function, and how facilities managers are best positioned to drive organizations' sustainability agendas. In Malaysian context, this recognition is barely evident as findings show FM practice is still immature and predominantly operational. Unlike developed FM markets, FM relevance in Malaysia is being driven by the public sector. Also findings show a disharmony between organizations' sustainability priority areas and the responsibilities for facilities managers to execute them where the sustainability policy of organizations prioritize one FM service and the facilities managers' responsibilities prioritize another. As most of SFM implementation is driven by legislation this seems to strengthen the position that, organizations continue to view support services as non-value-adding, as unavoidable liabilities. The implication of this is the pressure on the FM function to continually express its strategic relevance to organizations by tangible value-adding performance output. This creates a new perspective to measuring and managing facilities performance. This paper therefore elevates the importance of FM performance management in SFM context taking into account the peculiar position of the facilities manager. This is seen as a way forward for FM to better express its value to the organization .

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“…After the 90"s other definitions came out and according to Pitt and Tucker (2008), organizational performance is defined as a vital sign of the organization, showing how well activities within a process or the outputs of a process achieve a specific goal. Boxall and Steeneveld (1999) on the other hand argued that there is no need to prove the relationship between firm critical influence on performance and labor management as it is self-evident that the quality of human resource management is a critical influence on the performance of the firm.…”

Section: R M B Rmentioning

confidence: 99%