Because you can’t improve your company performance until you measure it!
Organizational performance comprises the actual output or results of an organization as measured against its intended outputs or against their goals and objectives. 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.). In Organizational development, performance improvement is organizational change in which the managers and governing body of an organization put into place and manage a program which measures the current level of performance of the organization and then generates ideas for modifying organizational behavior and infrastructure which are put into place to achieve higher output. The primary goals of organizational improvement are to increase organizational effectiveness and efficiency to improve the ability of the organization to deliver goods and or services. A third area sometimes targeted for improvement is organizational efficacy, which involves the process of setting organizational goals and objectives.
Some of our performance measurement solutions include:
The dramatic increase in products, markets, enhanced technology, and robust competition has led to a dynamic global business environment. Companies that have flourished in the 21st century are those that have learned to respond to turbulence by managing change effectively. Most organizations are aware of the need for change; however, the challenge lies in implementing strategies that stick. For a number of reasons, including a lack of understanding of deeper organizational issues or a failure to recognize the cross-functional implications of change, system-wide change often goes awry.
Although it usually focuses on personnel rather than products or services, 360 degree feedback can be an extremely useful tool for business development. It helps maximise the potential of the organisation’s resources, and focuses employees’ skills towards business development strategies and goals. 360 degree feedback enables managers, in tandem with consultants, to improve and maintain dynamic knowledge of their team’s ability, both as a team, and as individual players.
According to multiple studies, researchers have found that employee satisfaction and engagement are related to meaningful business outcomes at a magnitude that is important to many organizations and that these correlations generalize across companies . When service companies put employees and customers first, a radical shift occurs in the way they manage and measure success 
References and Related Articles
- Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management.
- The relationship between 360 degree feedback and business development – http://blog.mbaco.com/relationship-360-degree-feedback-business-development/?utm_medium=email&utm_source=wired&utm_campaign=4828658_10th+October+2014+-+Consultant+newsletter&utm_content=article3&dm_i=1U8Q,2VHTE,BR4LXW,AETZB,1
- Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes (Harter, Smith 2002) – http://www.factorhappiness.at/downloads/quellen/s17_harter.pdf
- Putting the Service-Profit Chain to Work (Heskett, Jones, Loweman, Sasser, Schlesinger, 1994) – http://www.tgli.cl/students/intranet/content/Lecturas/Putting%20the%20Service-Profit%20Cahin%20to%20work.pdf
- Recognizing Organizational Culture in Managing Change (Kallinger, Goodwin, O’Hara 2009) – http://www.inloso.com/wp-admin/post.php?post=892&action=edit&message=1
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