ABSTRACT
This chapter provides some practical suggestions for building and sustaining a successful Performance-based management (PBM) and for moving practice forward. Central to the refinement of the knowledge utilization theory, and of the utilization of performance measures in particular, is the distinction of adoption from implementation. The models of adoption and implementation were further elaborated by testing moderated relationships. The Utilization Model suggests that organizations at the adoption stage should focus on getting acceptance and commitment from management and non-management employees. Critical to success of performance measurement and PBM is the organizational culture. Commitment and satisfaction are essential, for performance measurement, given that using the information may entail consequences for some that, as has been argued, make performance measurement and PBM a risky enterprise. Performance measurement skills are needed to effectively implement the performance measurement system within the parameters of PBM. A number of professional organizations hold conferences that feature individuals discussing their organization’s experiences with performance measurement and management.
