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A synergistic performance management model conjoining benchmarking and motivation

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Abstract:

Purpose ‐ The purpose of this paper is to develop an improved management/performance model that yields superior business productivity by conjoining internal benchmarking, external benchmarking, and a strong employee performance/behavior paradigm. Design/methodology/approach ‐ Strengths and weaknesses of conventional benchmarking approaches to productivity maximization are examined through both literature surveys and experiments. Findings ‐ It is found that most benchmarking efforts are hampered by resistance of employees to change. It is therefore concluded that benchmarking efforts could be enhanced by integrating employee motivation/behavior programs with the benchmarking efforts. Research limitations/implications ‐ The individual elements of the proposed model have been field-validated; however the integrated model has not been field-tested. This is planned as future research. Practical implications ‐ The conjoining of internal benchmarking, external benchmarking, and employee motivation/behavior programs should substantially enhance the results of productivity improvement programs based upon benchmarking. Originality/value ‐ This is the first effort that integrates internal benchmarking, external benchmarking, and employee motivation/behavior programs. This synergistic management model should be quite significant in enhancing corporate productivity.

Keywords: Benchmarking; Employee behaviour; Motivation (psychology); Performance management; Productivity rates

Document Type: Research Article

DOI: http://dx.doi.org/10.1108/14635770911000105

Publication date: October 23, 2009

mcb/131/2009/00000016/00000006/art00004
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