Max Moullin
Max Moullin is Director of the Public Sector Scorecard Research Centre.
He is a Fellow of the Chartered Quality Institute, the Performance Institute, the Royal Society for Arts, and the Operational Research Society. He is a Chartered Quality Professional and author of the book Delivering Excellence in Health and Social Care.
Max was until recently a member of the steering committee of the national Healthcare Advisory Forum and a member of the Public Sector Performance Management Forum. He was principal lecturer and subject leader at Sheffield Business School for over 25 years. He is an experienced plenary speaker and has given plenary talks at conferences across Europe. His one day workshops and masterclasses get excellent feedback, and he has over 30 years experience as a management consultant in the public and voluntary sectors.
An article on Max's work published by the Operational Research Society last autumn concluded: 'In moving performance management from a top-down, blinkered, blame-game approach to a system founded on inclusiveness, cooperation and understanding, Moullin has established the middle ground... and that is no mean achievement’. Robinson, N. (2015) Developing strategy in the Public Sector, IMPACT, Issue 2, Autumn 2015, pp.39-43, The Operational Research Society
Address: Sheffield, Sheffield, United Kingdom
He is a Fellow of the Chartered Quality Institute, the Performance Institute, the Royal Society for Arts, and the Operational Research Society. He is a Chartered Quality Professional and author of the book Delivering Excellence in Health and Social Care.
Max was until recently a member of the steering committee of the national Healthcare Advisory Forum and a member of the Public Sector Performance Management Forum. He was principal lecturer and subject leader at Sheffield Business School for over 25 years. He is an experienced plenary speaker and has given plenary talks at conferences across Europe. His one day workshops and masterclasses get excellent feedback, and he has over 30 years experience as a management consultant in the public and voluntary sectors.
An article on Max's work published by the Operational Research Society last autumn concluded: 'In moving performance management from a top-down, blinkered, blame-game approach to a system founded on inclusiveness, cooperation and understanding, Moullin has established the middle ground... and that is no mean achievement’. Robinson, N. (2015) Developing strategy in the Public Sector, IMPACT, Issue 2, Autumn 2015, pp.39-43, The Operational Research Society
Address: Sheffield, Sheffield, United Kingdom
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Purpose – The purpose of this paper is to offer a definition of performance measurement.
Design/methodology/approach – The paper describes performance measurement definitions in the context of organisational excellence
Findings – It is shown that there is a clear relationship between performance measurement and organisational excellence.
Originality/value – The paper outlines a definition offering a clear link between performance measurement and organisational excellence
Keywords Performance measures, Organizational effectiveness, Business excellence Paper type Viewpoint
Organisations in the public and private sectors around the world are struggling with their performance measurement systems. In particular they are finding it difficult to develop cost-effective, meaningful measures that drive performance improvement without leading to undesired negative consequences. Given all this confusion, a clear performance measurement definition can help managers go in the right direction and focus on what really matters. Indeed, as Gaster (1995, p. 21), referring to quality in public services, says, “Definitions are important: they drive the whole implementation process”. The most quoted performance measurement definition is Neely et al.’s. (2002, p. xiii) “the process of quantifying the efficiency and effectiveness of past actions”. While this definition emphasises effectiveness as well as efficiency, it is unlikely to make managers stop and challenge their performance measurement systems and gives little indication as to what they should quantify or why. The definition I recommend is “evaluating how well organisations are managed and the value they deliver for customers and other stakeholders” (Moullin, 2002, p. 188). This definition gives much more guidance to people involved in performance measurement. In particular, it encourages them to consider the extent to which organisations measure the value they deliver to their customers and whether it covers the main aspects of how performance is managed.
Purpose – The purpose of this paper is to offer a definition of performance measurement.
Design/methodology/approach – The paper describes performance measurement definitions in the context of organisational excellence
Findings – It is shown that there is a clear relationship between performance measurement and organisational excellence.
Originality/value – The paper outlines a definition offering a clear link between performance measurement and organisational excellence
Keywords Performance measures, Organizational effectiveness, Business excellence Paper type Viewpoint
Organisations in the public and private sectors around the world are struggling with their performance measurement systems. In particular they are finding it difficult to develop cost-effective, meaningful measures that drive performance improvement without leading to undesired negative consequences. Given all this confusion, a clear performance measurement definition can help managers go in the right direction and focus on what really matters. Indeed, as Gaster (1995, p. 21), referring to quality in public services, says, “Definitions are important: they drive the whole implementation process”. The most quoted performance measurement definition is Neely et al.’s. (2002, p. xiii) “the process of quantifying the efficiency and effectiveness of past actions”. While this definition emphasises effectiveness as well as efficiency, it is unlikely to make managers stop and challenge their performance measurement systems and gives little indication as to what they should quantify or why. The definition I recommend is “evaluating how well organisations are managed and the value they deliver for customers and other stakeholders” (Moullin, 2002, p. 188). This definition gives much more guidance to people involved in performance measurement. In particular, it encourages them to consider the extent to which organisations measure the value they deliver to their customers and whether it covers the main aspects of how performance is managed.