1753160
Rethinking performance measures:assessing progress in UK hotels
- Methodology
- Hybrid Methodology
- In depth interviews
- With 3 senior executives from
responding hotels
- 2 management
consultants
- academic who has been researching in area for 8 + years
- With 3 senior executives from
responding hotels
- Extensive questionnaires
- Postal questionnaires to 88 hotels listed
in hospitality yearbook 1999
- 23 received, 18 useful and used
- 23 received, 18 useful and used
- Postal questionnaires to 88 hotels listed
in hospitality yearbook 1999
- In depth interviews
- Hybrid Methodology
- Main Arguements
- performance measures that match strategic intent
- Look for a more balanced approach
- Balanced scorecard
approach
- should be able to form a'... fast but
comprehensive view of the business...' (Kaplan
and Norton, 1992, p. 71).
- should be able to form a'... fast but
comprehensive view of the business...' (Kaplan
and Norton, 1992, p. 71).
- Balanced scorecard
approach
- incorporate a balance of measures, both
financial and non-financial
- Non-finacial looking at servie
quality and customer satisfaction
- 'it is clear to any director that the
fundamental drivers of performance are
often non-financial in their nature'
- 'it is clear to any director that the
fundamental drivers of performance are
often non-financial in their nature'
- Non-finacial looking at servie
quality and customer satisfaction
- Measuring the wrong things
- Regarding to changing competitive environment
- Regarding to changing competitive environment
- performance measures that match strategic intent
- Limitations of theory
- relative difficulty and cost of collecting data of non financial data
- Leads to lack of interest from managers
- Leads to lack of interest from managers
- Article dated
- relative difficulty and cost of collecting data of non financial data
- Context
- More effective performance management identified
- linking operations to strategic goals
- Presenting a balance of indicators
- linking operations to strategic goals
- Concern that UK hotels still using traditional
performance measures
- Therefore overlooking
important issues
- Therefore overlooking
important issues
- little appreciation of the links and
relationships between key areas
and aspects of an organization; and
an overall lack of balance
- Starts with summarizing recent developments in
performance measurement systems
- Next presents evidence from surveys and interviews
with hoteliers
- In addition the extent to which
these organizations are
measuring the wrong things or
are, indeed, rethinking their
performance measures is
considered
- Conclusion is: UK hotels monitor performance in considerable detail,
but just seem to measure the wrong things.
- In addition the extent to which
these organizations are
measuring the wrong things or
are, indeed, rethinking their
performance measures is
considered
- Next presents evidence from surveys and interviews
with hoteliers
- More effective performance management identified
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