1. Do correlate alignment with autonomy, through integrating operational plans with overall organisational strategy and also keeping the autonomy of how to reach the expected performance.
2. Do clearly define key performance indicators for operational level, including outcome measures as well as process measures. KPIs will emphasize the operational priorities and success factors that generate performance (Blanchard, 2010).
3. Do search and share best practices across other departments, in order to be be a learning organisation based on communication and support.
4. Do react at a high speed at changes or situations that occur. Make informed decisions, based on performance data collected periodically.
5. Do set performance targets, in order to define a clear direction and performance standards, and measure results periodic, in order to be able to make the suitable decisions for improving performance. Well-set targets can be very valuable tools, but poorly set targets can be divisive and damaging to staff morale and service performance (Rushcliffe Borough Council, 2004).
1. Don’t ignore intrinsic motivation, as it can drive high and sustainable performance results. Intrinsic motivation is an option of compensation and reward (“carrot and stick” method), driving to employees engagement, dedication and hard effort. Intrinsic rewards can be described as the elation that comes when you enable people to achieve a goal, complete a task, or solve a problem (Hertzberg et. al, 2007).
2. Don’t underestimate risk management, for as risks can have real negative effects if not minimized in advance. Performance can be highly improved if risks are managed the right way and on time.
3. Don’t take data for granted, use intelligence, for every result has a cause, and every data shows more than a statistic. Decision making is based on data analysis and interpretation.
4. Don’t hesitate to use a technology support for improving the operational performance. Assess the needs, investigate potential solutions and decide if and what solution is the most suitable.
5. Don’t game with KPIs, as it can only lead to unrealistic data and unsuitable decisions. Performance results should to be correct and transparent within the organisation, so that appropriate performance improvement initiatives are implemented.
- Amabile, T. M., Kramer, S. J., Levinson, H.; Herzberg, F. (2007), Build a Motivated Workforce, Harvard Business Review, 2nd Edition.
- Blanchard, D. (2009), The Dos and Don’ts of Third Party Logistics, available at: http://www.industryweek.com/articles/the_dos_and_donts_of_third-party_logistics_19363.aspx (accessed 8 September 2010)
- Rushcliffe Borough Council (2004), Performance Management Framework: "How to" guide 12, available at: http://www.rushcliffe.gov.uk/upload/public/attachments/175/how212targets.pdf (accessed 8 September 2010)