- Prime Student members get an extra 10% off this product Here's how (terms and conditions apply)
Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement Hardcover – 5 Dec 2014
|New from||Used from|
- Choose from over 13,000 locations across the UK
- Prime members get unlimited deliveries at no additional cost
- Find your preferred location and add it to your address book
- Dispatch to this address when you check out
Special offers and product promotions
Frequently bought together
Customers who viewed this item also viewed
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Would you like to tell us about a lower price?
If you are a seller for this product, would you like to suggest updates through seller support?
From the Inside Flap
It's an all-too-familiar tale: a well-meaning managerintroduces a performance measurement system to motivate employees, increase accountability, and improve results. At first everythingseems to be going fine, but, before long, things appear to be alittle strange. Employees start to act as if only what they aremeasured on matters. The number and length of reports increase, butmadness ensues as these reports paint a picture of improvement, while overall results start to drop. Sound familiar? If so, Measurement Madness is the book for you.
This book is not another guide on how to implement performancemeasurement systems; there are already countless books on thesubject. However the unintended consequences and dysfunctionalbehaviours associated with measurement are becoming evermorewidespread, as the introduction of performance measurement pervadesall organizations and walks of life.
Measurement Madness is an engaging read, full ofanecdotes so peculiar you'll hardly believe them. Each onehighlights a performance measurement initiative that went wrong, explains why and - most importantly - shows you how toavoid making the same mistake yourself.
It turns out that performance measurement often fails for quitesimple reasons. Managers might choose to measure what is easy tomeasure rather than what is important; or they might decide toquantify something assuming it won't affect what people do; or theymay believe that measurement will give them objective data, whereasthey end up triggering even more subjectivity and personaljudgment. These avoidable pitfalls have been distilled andaddressed in Measurement Madness, so that you may learn fromothers' mistakes.
The dangers of poorly designed performance measures arenumerous, and even the best how-to guides don't explain how toavoid these pitfalls. Measurement Madness will help youunderstand whether you're measuring the right things, rewarding thebehaviours that deserve rewarding, and whether you are interpretingresults in a way that will improve things rather than complicatethem. This book will help you to recognize, correct and even avoidcommon performance measurement pitfalls, including:
- Measuring for the sake of measuring
- Assuming that measurement is an instant fix for performanceissues
- Comparing sets of data that have nothing in common and hopingto learn something
- Using targets and rewards to promote certain behaviours, andachieving exactly the opposite ones.
Reading Measurement Madness will enable you toconfidently design a performance measurement system, afteraccounting for the unintended consequences that the system mayengender.
From the Back Cover
"What a refreshing read - instead of another manual on how to design and deploy measurement systems, this book looks at the real issues associated with measurement and how to avoid 'measurement madness'. A must read for anyone involved in improving their organization's measurement approaches."
--Professor Andy Neely, University of Cambridge; author of The Performance Prism
"Measurement drives behaviours in mysterious ways. Human beings seem the one factor that messes up those carefully designed measurement systems. Measurement Madness makes the only sane argument: performance measurement is meant to affect people's behaviours, and functional and dysfunctional behaviours follow certain patterns. If you want your measurement system to work in practice, Gray, Micheli and Pavlov are your guides."
--Frank Buytendijk, Research VP at Gartner; author of Performance Leadership
"Performance measurement is at the very core of management. How can anyone be better if they don't know how good they are? Yet, devising a good performance measurement system requires a profound understanding of how people actually behave when they are measured. This book is very welcome, as it is both wise and practical, full of sensible advice and extremely readable."
--Professor Nigel Slack, University of Warwick; author of Operations Management
"We tend to assume that a performance measurement system is a tool to check how an organization is doing. In practice, its role is mainly to direct behaviours. This book provides excellent illustrations of how and why such behaviours can end up being very positive or absolutely perverse."
--Anna D'Alessandro, CFO at Westminster City Council
"Getting performance measures to work effectively for a business is always a challenge. This book provides great ideas for navigating that tricky path."
--Mark Baker, Head of Risk and Financial Planning, Pentland Brands
Customers who bought this item also bought
Read reviews that mention
Showing 1-6 of 24 reviews
There was a problem filtering reviews right now. Please try again later.
This book takes the reader through a number of helpful suggestions which increase the chances of a performance measurement system that actually drives effective and meaningful performance management. That is really something to admire, and I found this to be well worth my time to read.
I do in my darker moments wonder if the excel spreadsheet programme was not the most evil piece of technology ever invented. It allows all sorts of people to analyse data, produce reports and then be surprised when no one agrees if their "measurements" actually measure anything. We get the phenomenon of "garbage in garbage out." We can joke about it, but this absurdity leads to some poor decisions, and some poor evaluations. If you are on the receiving end of such mis-measurement and misinterpretation it's not fun. Spreadsheets have their uses, but as with all tools and statistical manipulation the decision about what the primary measurement should be and the accuracy of the primary measurement is prior to any analysis of the data. The excel spreadsheet seems to allow people to run away with analyses, before they even think what their primary unit of activity is.
This book is a plea to plan first, then measure, then interpret. It's a plea for us to decide what we want to measure, how we measure it and how we will deal with the data we gather and analyse. It's a plea to get things back into order in the big data age. The problem is not data handling. The problem is in the hard choices about what we measure, what we don't measure, and how we acknowledge the accuracy and inaccuracy of our measurements, and hence the potential weaknesses of our results and analyses. It's a plea to get our thinking more scientific and sequential.
If the recommendations in this book are taken on board we'll see more planning, more measurement, and less pretty graphs generated in a void of confusion and mis-measurement. It's a stand for sanity in a world that is often toxic to thought.
Performance Measurement is not a new idea, but rather an old concept of new importance today. Performance management; in essence, includes actions/protocols, which ensure that goals are constantly being met in an effective and competent manner; well that is the idea anyway. The measurement of Performance Management can centre on the performance of an organization, a department, employee, or even the progressions to build a product or service
However, Performance measures and targets can lead to “gaming” and, sometimes, duplicitous dealings and just become both an ineffective tool, as well harm the institution that has implemented it. This book Measurement Madness; seeks to approach Performance Management, and help Human Resource practitioners side step the unintended negative impacts of Key Performance Indicators. This is a book that uses real life examples of measurements indicators in action that have gone wrong; this is a book that breaks down how each particular activity could have been anticipated, and validates what HR managers need to ponder when developing methods and performance measurement systems.
The narrative is a “relaxed” read and not overtly technical in its approach, its examples are straightforward and the explanations of the main conceptions and topics undertaken are easy to digest. A book that is helpful to both the HR practitioner as well as those who interested in the subject, without prior knowledge of the subject at hand.
Would you like to see more reviews about this item?