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Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or 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.).[1] The term Organizational effectiveness[2] is broader.

Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.

In recent years, many organizations have attempted to manage organizational performance using the balanced scorecard methodology where performance is tracked and measured in multiple dimensions such as:

  • financial performance (e.g. shareholder return)
  • customer service
  • social responsibility (e.g. corporate citizenship, community outreach)
  • employee stewardship

See also[edit]

People involved in research[edit]

References[edit]

Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.

  1. ^ Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management.
  2. ^ Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.
  3. ^ Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.
  4. ^ Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.

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