Table V performance management practices... | Emerald Publishing

Table V

performance management practices implementation phase

	Performance management practice	Operationalisation and tools used
ID9	Involve an external expert, skilled in performance measurement or organisational change, in the implementation	Academic staff with a background in consultancy and practice were invited to carry out the design and the implementation phases of performance management at MSF Belgium
ID8	Make team leaders and/or operators part of the implementation team	Two team leaders were involved: one team leader on the strategic level and the second on the tactical and operational levels ( Appendices 2 and 5)
ID6	Introduce a performance management initiative in order to improve business performance, i.e. cutting costs or improving customer service, rather than for non-business reasons such as complying with legislation or assessing operators	A one-week supply seminar was held in Belgium to discuss general supply chain improvements and the performance management project. Supply managers from 29 different projects in various countries attended ( Appendix 5)
ID10	Implement performance indicators as part of a companywide project	An implementation strategy was developed with the performance management working group. Further, the designed performance indicators were demonstrated using data from 12 projects in Afghanistan and South Sudan. Results were presented during the one-week supply seminar
ID7	Give explicit attention to cultural change and/or operator training	A visit to three relief projects in Zimbabwe to collect data and measure performance in these projects ( Appendix 5 and performance measurement matrix – data not presented due to confidentiality reasons) A standard approach determined in conjunction with the team leaders (data again confidential)

	Performance management practice	Operationalisation and tools used
ID9	Involve an external expert, skilled in performance measurement or organisational change, in the implementation	Academic staff with a background in consultancy and practice were invited to carry out the design and the implementation phases of performance management at MSF Belgium
ID8	Make team leaders and/or operators part of the implementation team	Two team leaders were involved: one team leader on the strategic level and the second on the tactical and operational levels (Appendices 2 and 5)
ID6	Introduce a performance management initiative in order to improve business performance, i.e. cutting costs or improving customer service, rather than for non-business reasons such as complying with legislation or assessing operators	A one-week supply seminar was held in Belgium to discuss general supply chain improvements and the performance management project. Supply managers from 29 different projects in various countries attended (Appendix 5)
ID10	Implement performance indicators as part of a companywide project	An implementation strategy was developed with the performance management working group. Further, the designed performance indicators were demonstrated using data from 12 projects in Afghanistan and South Sudan. Results were presented during the one-week supply seminar
ID7	Give explicit attention to cultural change and/or operator training	A visit to three relief projects in Zimbabwe to collect data and measure performance in these projects (Appendix 5 and performance measurement matrix – data not presented due to confidentiality reasons)A standard approach determined in conjunction with the team leaders (data again confidential)