DISSERTATION

An investigation of the effectiveness of performance appraisal system in Customer services Department and its impact on career development of employees of supermarkets UK

CHAPTER 4 DATA ANALYSIS

4.1 Presentation of results and analysis of findings Table No.4.1 Gender of respondent Sex Male Female Total Frequency 63 37 100 Percentage 63 37 100

100 100 100 80 60 40 20 0 Male Fem ale Total 63 63 37 37 Frequency Percentage

Figure No.4.1 Analysis of findings According to above Table No.4.1 and Figure No.4.1 the majority of 63% respondents were male and 37 percent were female during survey of questionnaire.

Table No.4.2 How long you have been working in the Supermarket? Frequency 1 to 2 years 3 to 4 years 5 to 6 years Above 6 years Total 62 21 11 6 100 Percentage 62 21 11 6 100

100 100 100 80 60 40 20 0 1 to 2 years 3 to 4 years 5 to 6 years Above 6 years Total Frequency 21 21 11 11 6 6 Percentage 62 62

Figure No.4.2

Analysis of findings According to above Table No.4.2 and Figure No.4.2 asked answer of statement that How long you have been working in the Supermarket? the most of 62% respondents working since 1-2 years, 21% 3 to 4 years, 11% 5 to 6 years and only 6% respondents working since above 6 years in their supermarkets.

Table No.4.3 Does performance appraisal encourage career development? Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 4 21 0 58 17 100 Percentage 4 21 0 58 17 100

100100 100 80 60 40 20 0 58 58 4 4 21 21 0 0 17 17 Frequency Percentage

Figure No.4.3 Analysis of findings However analysis to be presented in Table and Figure 4.3 shows that there are 75% participants which are a majority agreed with it, however, 58 were strongly in favor of the above argument. Furthermore, it can be seen that there are 25% subjects who negate the statement and there were 4% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Research findings indicate that career development activities are made available through a variety of formal and informal mechanisms. Access to career development services largely depends on local policies and availability of provision both within and outside of the workplace. In some cases, career development interventions are linked to formal performance review and appraisal systems, especially within some large companies; conversely, informal reviews undertaken by peers raise individual levels of awareness of personal growth and development needs as described by Conyon and Read (1999). According to Herr and Cramer, (1996) at least four main categories are derived from the literature research findings. This are: (i) formal training/development, within and outside the workplace; (ii) informal training/development, within and outside the workplace; (iii) human resource led initiatives; and (iv) involvement of intermediaries.

Table No.4.4 Ranking method of performance appraisal is better for an employee in your organization Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total
100 100 100 80 60 40 20 0 41 41 16 16 0 0 35 35 8 8 Frequency Percentage

Percentage 16 41 0 35 8 100

16 41 0 35 8 100

Figure No.4.4 Analysis of findings Responses collected against the argument Ranking method of performance appraisal is better for an employee in your organization are being presented in Table 4.4 and Figure 4.3. According to these statistics there were 57% (16% strongly disagree + 41% disagree = 57%) respondents being a majority against this argument who were in favor of it. However, there were 43% (16% strongly disagree + 41% disagree = 57%) of the participants who were in favor of it and there were no individuals who either disagree or strongly disagree with the above question. There were no respondents found having moderate behavior regarding the question which is neither agreed nor disagreed. Effective performance appraisal and planning systems contributed to employees' perceptions of fairness and they were more likely to consider never leaving the organization as commented by Dailey and Kirk, (1992, pp. 305-317).

Table No.4.5 Paired Comparison method of performance appraisal is better for an employee in your organization Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 7 36 0 46 11 100 Percentage 7 36 0 46 11 100

100 80 60 40 20 0

100 36 36 7 7 0 0 46 46 11 11

100

Frequency Percentage

Figure No.4.5 Analysis of findings Table and Figure 4.5 are about the question Paired Comparison method of performance appraisal is better for an employee in your organization, which shows that there are 57% participants which are a majority agreed with it; however, 11% were strongly in favor of the above argument. Furthermore, it can be seen that there are 43% subjects who negate the statement and there were 7% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. As stated by Caruth & Handlogten (1997) that the Paired Comparison Method is a special case of the multi person Comparison Method. Everyone in the evaluation pool is compared against everyone else as a pair and recorded "plus" or "minus" when the target rated is better or worse, respectively, than his/her comparison.

Figure No.4.5a The final performance ranks are determined by the number of positives as described by Cascio, (1998). Figure No.4.5a provides for an example.

Table No.4.6 Grading method of performance appraisal is better for an employee in your organization Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 7 27 0 41 25 100 Percentage 7 27 0 41 25 100

100 100 100 90 80 70 60 50 40 30 20 10 0

41 41 27 27 7 7 0 0 25 25 Frequency Percentage

Figure No.4.6 Analysis of findings Table and Figure 4.6 are about the question Grading method of performance appraisal is better for an employee in your organization -, which shows that there are 66% participants which are a majority agreed with it; however, 25% were strongly in favor of the above argument. Furthermore, it can be seen that there are 34% subjects who negate the statement and there were 7% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. According to Werther, et al., (1989) that the leniency and strictness bias results when the appraiser tends to view the performance of all of his employees as either good and favorable or bad and unfavorable. Although these distortions are often the result of vague performance standards, they may also be the consequence of the evaluator's

attitudes. For example, some evaluators want their subordinates to like them (leniency bias) or want to feel like they are being a "tough judge" (strictness). Similarly, the error of central tendency occurs when appraisers are hesitant to grade employees as effective or ineffective. They pacify their indecisiveness by rating all workers near the center of the performance scale, thus avoiding extremes that could cause conflict or require an explanation.

Table No.4.7 Check list method of performance appraisal is better for an employee in your organization Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total
100100 100 90 80 70 60 50 40 30 20 10 0

Percentage 6 23 00 48 23 100

6 23 0 48 23 100

48 48 23 23 6 6 0 0 23 23 Frequency Percentage

Figure No.4.7 Analysis of findings Table and Figure 4.7 are about the question Check list method of performance appraisal is better for an employee in your organization, which shows that there are 71% participants which are a majority agreed with it; however, 23% were strongly in favor of the above argument. Furthermore, it can be seen that there are 29% subjects who negate the statement and there were 6% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Overall more positive effects have been ascribed to the best practices perspective (Delery, and Doty, (1996). However, the claims that a universal best practice HR strategy has been identified are premature. It is unlikely that adopting a specified set of HR policies is the high road to organizational success. Even the large amount of empirical work that has been done has not identified all the general components such a set of policies would contain. However, this is not to say that the best practice literature

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is without and they give a checklist of policy combinations which organizations should actively consider adopting.

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Table No.4.8 Performance appraisal system is important for maintaining and improving employees performance Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 16 0 47 37 100 Percentage 0 16 0 47 37 100

100 100 100 90 80 70 60 50 40 30 20 10 0

47 47 16 16 0 0 0 0

37 37

Frequency Percentage

Figure No.4.8 Analysis of findings Table and Figure 4.8 are about the question Performance appraisal system is important for maintaining and improving employees performance, which shows that there are 84% participants which are a majority agreed with it; however, 37% were strongly in favor of the above argument. Furthermore, it can be seen that there are 16% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Performance appraisals are one of the most important requirements for successful business and human resource policy (Kressler, 2003). Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions are essential to effective to human

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resource management (Pulakos, 2003). The ability to conduct performance appraisals relies on the ability to assess an employees performance in a fair and accurate manner. Evaluating employee performance is a difficult task.

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Table No.4.9 Delay in solving a single problem affect the overall performance of the day Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 3 26 0 49 22 100 Percentage 3 26 0 49 22 100

100 100 100 90 80 70 60 50 40 30 20 10 0

49 49 26 26 3 3 0 0 22 22 Frequency Percentage

Figure No.4.9 Analysis of findings Table and Figure 4.9 are about the question Delay in solving a single problem affect the overall performance of the day, which shows that there are 71% participants which are a majority agreed with it; however, 22% were strongly in favor of the above argument. Furthermore, it can be seen that there are 29% subjects who negate the statement and there were 3% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Problem-solving skill is highly valued. In the last five decades, many theorists and institutions have placed a heavy emphasis on this ability. For example, the movement of discovery learning (e.g., Bruner, 1961) was spawned, at least in part, by the perceived importance of fostering problem-solving skills. This emphasis on

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problem solving was not associated, however, with the knowledge of cognitive resources involved in the problem solving process. That is, it focused on procedures of problem solving rather than investigating the relationship between procedures of problem solving and cognitive resources that affect such procedures (Sweller & Low, 1992). In the last twenty years, this state of affairs has begun to change with our knowledge of relevant mechanism (e.g., working memory, cognitive load, etc.) increasing markedly. This study investigated the recency effect a phenomenon in working memory that affects learners holding of information during problem solving - and how such phenomenon may affect learners multiple rule-based reasoning in particular, and problem solving skills in general.

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Table No.4.10 Improving the Customer services departments performance would result decrease in workload for the CSR (Customer Services Representative) of whole supermarket Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 27 0 62 11 100 Percentage 0 27 0 62 11 100

100 100 100 90 80 70 60 50 40 30 20 10 0 62 62 27 27 0 0 0 0 11 11 Frequency Percentage

Figure No.4.10 Analysis of findings Table and Figure 4.10 are about the question Improving the Customer services departments performance would result decrease in workload for the CSR (Customer Services Representative) of whole supermarket, which shows that there are 73% participants which are a majority agreed with it, however, 11% were strongly in favor of the above argument. Furthermore, it can be seen that there are 27% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Epstein and Westbrook (2001) developed the Action-Profit Linkage (APL) model to help firms identify measure and understand the causal links between company actions

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and improvements in Customer services departments performance. This framework is a multiple-stakeholder behavior model that lays out the chain of effects as a result of changes in stakeholder behavior. The APL model starts with the corporate strategy and moves to the four main components: company actions, delivered product/service, customer actions and economic impact. Behaviors (and perceptions and attitudes) are measured in each of the components. For example, management and employee behavior can be measured as activities in the company action component by measuring learning, workload, reward and recognition and culture. Product/service characteristics such as price and quality can be measured along with employee or customer perceptions of the product/service. Customer behaviors such as purchase rates, share of requirements, repeat purchases, cross-sell rates and new referrals can be measured as well as attitudes such as customer satisfaction and intent to purchase. Finally, economic impact such as customer revenues and profitability, number of new customers and market share can be measured.

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Table No.4.11 Performance appraisal system in Customer services Department (CSD) identifying the top talent Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 11 0 58 31 100 Percentage 0 11 0 58 31 100

100 100 100 90 80 70 60 50 40 30 20 10 0 58 58 31 31 0 0 11 11 0 0 Frequency Percentage

Figure No.4.11 Analysis of findings Table and Figure 4.11 are about the question Performance appraisal system in Customer services Department (CSD) identifying the top talent, which shows that there are 89% participants which are a majority agreed with it, however, 31% were strongly in favor of the above argument. Furthermore, it can be seen that there are 11% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category.
Authors like Cappelli, (2008) define strategic talent management as activities and processes that involve the systematic identification by performance appraisal of key positions which differentially contribute to the supermarkets sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these

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roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organization. In this regard, it is important to note that key positions are not necessarily restricted to the top management team (TMT) but also include key positions at levels lower than the TMT and may vary between operating units and indeed over time. This review is motivated by two key factors. First, despite the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains unclear. A recent paper concluded that there is a disturbing lack of clarity regarding the definition, scope and overall goals of talent management (Lewis and Heckman, 2006: 139), a view which also prevails in the practitioner literature. In this regard, a UK survey found that 51 per cent of HR professionals surveyed undertook talent management activities, however only 20 per cent of them operated with a formal definition of talent management (CIPD, 2006). Thus, the field would benefit from a clear and comprehensive definition of the concept. Second, the current state of talent management literature is exacerbated by the fact that, in addition to ambiguities around the definition of the concept, there has also been an alarming lack of theoretical development in the area (for notable exceptions Boudreau and Ramstad, 2007; Lewis and Heckman, 2006).

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Table No.4.12 Performance appraisal system in (CSD) rewarding top talent Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 19 0 59 22 100 Percentage 0 19 0 59 22 100

100 100 100 90 80 70 60 50 40 30 20 10 0 59 59 19 19 0 0 0 0 22 22 Frequency Percentage

Figure No.4.12 Analysis of findings Table and Figure 4.12 are about the question Performance appraisal system in (CSD) rewarding top talent, which shows that there are 81% participants which are a majority agreed with it; however, 22% were strongly in favor of the above argument. Furthermore, it can be seen that there are 19% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. According to Meyer et al, (2004) organizational citizenship behavior (OCB) represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization (Organ 1984: 4). They argue that OCB i.e. discretionary behavior, has a direct positive effect on the functioning of the customer

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services department of UK supermarkets and as a result it strengthen the ties between effective talent management and organizational performance. Extra-role behavior refers to the efforts voluntarily exerted beyond the call of duty in order to execute allocation decisions to the best of ones abilities Kim and Mauborgne (1996: 500). Over the years, a large body of research has sought to examine the antecedents and consequences of extra role performance (Organ and Ryanm 1995). There is ample evidence to suggest that extra-role behavior has a direct positive effect on organizational effectiveness, work group cohesiveness and a negative relationship with turnover and propensity to leave the organization (George and Bettenhausen, 1990). The reasons for this are straightforward. Extra-role behavior tends to lead to tolerance of less than ideal working conditions, participation in organizational decision making, increase concern for the success and well being of the organization, and assistance and mentoring of colleagues/co-workers (Organ, 1988). These behaviors are particularly important with pivotal positions discussed above. Pivotal positions by their very nature tend to require greater proactive initiatives and flexibility to cope with the fast changing environment and timely adaptation to new processes and innovations. They argue that work motivation, organizational commitment and extra-role performance mediate the relationship between strategic talent management systems and firm performance.

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Table No.4.13 Performance appraisal system in (CSD) identifying poor performers Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 16 0 47 37 100 Percentage 0 16 0 47 37 100

100 100 100 90 80 70 60 50 40 30 20 10 0

47 47 16 16 0 0 0 0

37 37

Frequency Percentage

Figure No.4.13 Analysis of findings Table and Figure 4.13 are about the question Performance appraisal system in (CSD) identifying poor performers, which shows that there are 84% participants which are a majority agreed with it; however, 37% were strongly in favor of the above argument. Furthermore, it can be seen that there are 16% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Business Performance Measurement (BPM) systems typically draw their data from data warehouses and UK supermarkets that in turn draw their data from source enterprise systems and numerous ancillary software and data sources throughout an enterprise. Bad data quality is affecting the usefulness for data warehouses in general. The Data Warehousing Institute (TDWI) reports in its study of 647 companies on data quality

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reports that 40% of the companies surveyed have suffered losses, problems or costs due to poor data quality (Eckerson, 2002). Sources of data quality are: lack of validation routines in data entry systems or in system loading; mismatched syntax (first name, last name versus last name, first name), data formats (6-byte versus 4-byte data fields) and code structures (male/female versus m/f); unexpected changes in source systems; the number and complexity of system integration interfaces; poor system design; data conversion errors (Eckerson, 2002).

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Table No.4.14 Performance appraisal system in (CSD) managing out poor performers Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 11 0 68 21 100 Percentage 0 11 0 68 21 100

100 100 100 90 80 70 60 50 40 30 20 10 0 68 68

11 11

21 21 0 0 Frequency Percentage

Figure No.4.14 Analysis of findings Table and Figure 4.14 are about the question Performance appraisal system in (CSD) managing out poor performers, which shows that there are 89% participants which are a majority agreed with it; however, 21% were strongly in favor of the above argument. Furthermore, it can be seen that there are 11% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. When discussing performance measurement, most practitioners (and software vendors) refer to the type of measurement that helps companies monitor its current and past state. Thresholds, both low and high, for key performance indicators (KPIs) are set and managed by exception. When data begins to move outside the threshold limits, the performance measurement system can alert management, who then attempt to diagnose

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the problem and address its causes. This type of measurement is referred to as diagnostic control systems (Simmons 2000). While this type of measurement provides management with basic control over the firm and an auto-pilot capability that can keep the firm on target with its goals, it is frequently insufficient for success.

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Table No.4.15 Performance appraisal system in (CSD) conduct career development program to gauge employees potential, strength and weaknesses Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 4 24 0 61 11 100 Percentage 4 24 0 61 11 100

100 100 100 90 80 70 60 50 40 30 20 10 0 61 61 24 24 4 4 0 0

11 11 Frequency Percentage

Figure No.4.15 Analysis of findings Table and Figure 4.15 are about the question Performance appraisal system in (CSD) conduct career development program to gauge employees potential, strength and weaknesses, which shows that there are 72% participants which are a majority agreed with it; however, 11% were strongly in favor of the above argument. Furthermore, it can be seen that there are 28% subjects who negate the statement and there were 4% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Talent management needs to continue to train and develop high performers for potential new roles, identify their knowledge gaps, and implement initiatives to enhance their competencies and ensure their retention (Cairns, 2009). Hills (2009) suggest five strategies for effective succession planning: 1) aligning succession planning with

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business strategy; 2) assessing leadership potential based on the 3Cs of fit competence, connection and culture; 3) involving talent in the succession planning process; 4) using a mix of experience, outside or executive coaching and formal learning experiences in talent development and; 5) drawing from a wider net of potential successors. For employees, recognition of their knowledge activities may take the form of providing career development programs that match the individuals career aspirations (Lazarova and Tarique, 2005).

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Table No.4.16 CSD should develop job assignments for employees to improve their performance in their existing jobs for their career development purposes Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 0 7 0 82 11 100 Percentage 0 7 0 82 11 100

100 100 100 90 80 70 60 50 40 30 20 10 0 82 82

0 0

7 7

11 11 Frequency Percentage

Figure No.4.16 Analysis of findings Table and Figure 4.16 are about the question CSD should develop job assignments for employees to improve their performance in their existing jobs for their career development purposes, which shows that there are 93% participants which are a majority agreed with it; however, 11% were strongly in favor of the above argument. Furthermore, it can be seen that there are 7% subjects who negate the statement and there were no one participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Rothwell, (2001) state that to operate most effectively, the succession plan should be closely linked with other personnel systems, such as performance appraisal, career development, and management development. The link between executive development

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and succession planning is especially crucial to the cultural buy-in to the process, and providing succession candidates with challenging job assignments is a potent developmental strategy. Moreover, the planning process is more likely to satisfactorily meet the needs of both the organization and individuals participating in the process, if information on the employees career development purposes and aspirations are factored into the succession plan. Finally, the succession plan should include provisions for follow-up on planned actions and should hold the executive and senior administrators accountable for the development of their staff in UK supermarkets (Leibman & Bruer, (1994, pp.24-36).

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Table No.4.17 Structured mentoring program for employees can positive impact on career development Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 13 19 0 51 17 100 Percentage 13 19 0 51 17 100

100 100 100 90 80 70 60 50 40 30 20 10 0

51 51 13 13 19 19 0 0 17 17 Frequency Percentage

Figure No.4.17 Analysis of findings Table and Figure 4.17 are about the question Structured mentoring program for employees cans positive impact on career development, which shows that there are 68% participants which are a majority agreed with it, however, 17% were strongly in favor of the above argument. Furthermore, it can be seen that there are 32% subjects who negate the statement and there were 13% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Van Noorden (2010) doesnt stop at simply describing the metrics that have impacted the most the measurement of the scientific field, but he further argues that there is a need for a thoroughly investigation on how this performance measures can be best used

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for monitoring different aspects of the scientific field and scientists activity can better impact on career development programs in UK supermarkets. While some of the measures, like the Impact factor are best fitted for measuring the popularity of a journal, other measures like the H-index best captures the individual performance of the scientists. Same happens in all scientific fields. One has to acknowledge that not all metrics best fit to capture the performance in all scientific fields and that a thoroughly selection and analysis must be made before proceeding with measuring certain aspects. More than that, the amalgam and mixture of old and new metrics, of simple or more sophisticated ones, need a thoughtful selection of the ones that can best capture and reflect the efficiency and effectiveness of scientists or scientific field. Most of the times, simple measures can better reflect specific performance aspects than more sophisticated and complicated measures. Also when having a large number of metrics at your disposal it can become easy to monitor same thing with more measures. As van Noorden (2010) acknowledges, in the scientific field today there are many metrics that correlate strongly with one another, capturing much of the same information about the data they describe. Accordingly, more and more researcher voices are asking for reflection and consolidation in the field in regards with performance measurement aspects.

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Table No.4.18 Use the performance appraisal process to assess employees in the competencies important for organizations success Frequency Strongly disagree Disagree Neither agreed nor disagree Agreed Strongly agree Total 7 28 0 59 6 100 Percentage 7 28 0 59 6 100

100 100 100 90 80 70 60 50 40 30 20 10 0 59 59 28 28 7 7 0 0 6 6 Frequency Percentage

Figure No.4.18 Analysis of findings Table and Figure 4.18 are about the question Use the performance appraisal process to assess employees in the competencies important for organizations success, which shows that there are 65% participants which are a majority agreed with it, however, 6% were strongly in favor of the above argument. Furthermore, it can be seen that there are 35% subjects who negate the statement and there were 7% participants who were having strong negative views about this question. There were no participants who fall in the neither agreed nor disagreed category. Increasingly, authors and commentators are discussing the multiple roles of measurement, as it is recognized that performance measurement allows managers to do far more than simply check progress (Neely, 2002).

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According to Brudan, (2009) the performance measurement system is a process supporting continuous learning in which feedback is used for identifying achievements and making adjustments to agreed-upon strategies or initiatives to ensure continued excellence of activities and services, and to progress for the attainment of organizations mission, vision and objectives. It also can provide a balanced and systematic attempt to assess the effectiveness of organizations operations from different points of view: financial, business performance, clients and employees. In this setting performance measurement is a must and it is imperiously required to support the performance management system. One way to assure that a streamlined and mature performance measurement process is in place is to assess the current measurement capabilities against a Performance Measurement Maturity Model (Richard van Noorden, 2010).

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