Performance Evaluation Methods in Contemporary Professional Practice

Article Sidebar

PDF
Published: 2025-11-11
Keywords:
performance measurement, management systems, implementation process, organizational practice, continuous improvement, digital transformation

Main Article Content

Li Peng
School of Management Science, Sichuan University of Science and Engineering, Zigong 643000, China
Xia Wu
Department of Business Management, Anhui University of Technology, Ma'anshan 243032, China
Yu Fang
College of Economics and Management, Changsha University of Science and Technology, Changsha 410114, China

Abstract

Performance evaluation methods have become fundamental mechanisms for organizational success in contemporary professional practice, enabling businesses to assess operational efficiency, strategic alignment, and competitive positioning in rapidly evolving markets. This paper examines the multifaceted landscape of performance measurement and management systems, exploring their implementation processes, design frameworks, and practical applications across diverse professional contexts. The study investigates how organizations adapt traditional performance evaluation approaches to address challenges posed by digital transformation, post-pandemic operational shifts, and the increasing complexity of business environments. Through systematic analysis of established frameworks and emerging methodologies, this research demonstrates how performance measurement systems serve as critical tools for change initiatives, continuous improvement programs, and strategic decision-making processes. The paper further explores the role of organizational culture in shaping measurement practices and examines obstacles that hinder effectiveness in implementation. By synthesizing contemporary research and practical applications, this work provides comprehensive insights into how performance evaluation methods support professional practice across sectors including small and medium enterprises, industrial collaborations, and project-based organizations, while highlighting the theoretical foundations that underpin successful measurement and management control systems.

Article Details

Issue

Vol. 1 No. 4 (2025): 2025 International Conference on Digital Intelligence and Computing Technologies (DICT 2025)

Section

Articles

How to Cite

Performance Evaluation Methods in Contemporary Professional Practice. (2025). Journal of Sustainability, Policy, and Practice, 1(4), 95-104. https://schoalrx.com/index.php/jspp/article/view/58

References

1. Z. Papulová, A. Gažová, M. Šlenker, and J. Papula, “Performance Measurement System: Implementation Process in SMEs,” Sustainability, vol. 13, no. 9, p. 4794, 2021, doi: 10.3390/su13094794.

2. D. Naslund and A. Norrman, “A performance measurement system for change initiatives,” Business Process Management Journal, vol. 25, no. 7, pp. 1647–1672, 2019, doi: 10.1108/bpmj-11-2017-0309.

3. S. Jing, "Practice of digital construction to improve construction project progress management," Academic Journal of Engineering and Technology Science, vol. 8, no. 2, pp. 36–44, 2025, doi: 10.25236/AJETS.2025.080205.

4. S. S. Nudurupati, P. Garnego, and U. S. Bititci, “Impact of the Changing Business Environment on Performance Measurement and Management Practices,” International Journal of Production Economics, vol. 232, no. 1, p. 107942, 2020, doi: 10.1016/j.ijpe.2020.107942.

5. Y. Liu, “Post-pandemic Architectural Design: A Review of Global Adaptations in Public Buildings,” International Journal of Engineering Advances, vol. 2, no. 1, pp. 91–100, Apr. 2025, doi: 10.71222/1cj1j328.

6. S. S. Nudurupati, S. Tebboune, and J. Hardman, “Contemporary performance measurement and management (PMM) in digital economies,” Production Planning & Control, vol. 27, no. 3, pp. 226–235, 2016, doi: 10.1080/09537287.2015.1092611.

7. M. Franco-Santos, L. Lucianetti, and M. Bourne, “Contemporary performance measurement systems: A review of their consequences and a framework for research,” Management Accounting Research, vol. 23, no. 2, pp. 79–119, 2012, doi: 10.1016/j.mar.2012.04.001.

8. M. Kotkova Striteska and D. Zapletal, “The Role of Corporate Culture in Performance Measurement and Management Systems,” International Journal of Financial Studies, vol. 8, no. 4, p. 75, 2020, doi: 10.3390/ijfs8040075.

9. P. Taticchi, K. Balachandran, and F. Tonelli, “Performance measurement and management systems: state of the art, guidelines for design and challenges,” Measuring Business Excellence, vol. 16, no. 2, pp. 41–54, 2012, doi: 10.1108/13683041211230311.

10. E. Severgnini, E. V. C. Galdamez, and R. R. Camacho, “Applicability of Performance Prism in SMEs: a multiple case study,” Gestão & Produção, vol. 26, no. 4, p.e3014, 2019, doi: 10.1590/0104-530x3014-19.

11. F. Cunha, J. Dinis-Carvalho, and R. M. Sousa, “Performance Measurement Systems in Continuous Improvement Environments: Obstacles to Their Effectiveness,” Sustainability, vol. 15, no. 1, p. 867, 2023, doi: 10.3390/su15010867.

12. J. Ukko and M. Saunila, “Understanding the practice of performance measurement in industrial collaboration: From design to implementation,” Journal of Purchasing and Supply Management, vol. 26, no. 1, p. 100529, 2020, doi: 10.1016/j.pursup.2019.02.001.

13. J. A. Pfister, P. Peda, and D. Otley, “A methodological framework for theoretical explanation in performance management and management control systems research,” Qualitative Research in Accounting & Management, vol. 20, no. 2, pp. 201–228, 2023, doi: 10.1108/QRAM-10-2021-0193.

14. S. Yuan, "Mechanisms of High-Frequency Financial Data on Market Microstructure," Modern Economics & Management Forum, vol. 6, no. 4, pp. 569–572, 2025.