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According to Richard et al. (2009) organizational performance encompasses three specific areas of firm outcomes: (a) financial performance (profits, return on assets, return on investment, etc.); (b) product market performance (sales, market share, etc.); and (c) shareholder return (total shareholder return, economic value added, etc.). The term Organizational effectiveness is broader.
Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.
In recent years, many organizations have attempted to manage organizational performance using the balanced scorecard methodology where performance is tracked and measured in multiple dimensions such as:
- financial performance (e.g. shareholder return)
- customer service
- social responsibility (e.g. corporate citizenship, community outreach)
- employee stewardship
- Organizational performance
- performance measurement systems
- performance improvement
- organizational engineering
- Pluralistic stakeholder values
People involved in researchEdit
- Richard, Pierre J.; Devinney, Timothy M.; Yip, George S.; Johnson, Gerry (2009-02-06). "Measuring Organizational Performance: Towards Methodological Best Practice". Journal of Management. SAGE Publications. 35 (3): 718–804. doi:10.1177/0149206308330560. ISSN 0149-2063.
- Upadhaya, Bedanand; Munir, Rahat; Blount, Yvette (2014). "Association between performance measurement systems and organisational effectiveness". International Journal of Operations & Production Management. Emerald. 34 (7): 853–875. doi:10.1108/ijopm-02-2013-0091. ISSN 0144-3577.