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Performance Management Through Societal Performance Indicators

Performance Management Through Societal Performance Indicators

Joe White
Copyright: © 2011 |Volume: 2 |Issue: 4 |Pages: 13
ISSN: 1947-3591|EISSN: 1947-3605|EISBN13: 9781613505922|DOI: 10.4018/jbir.2011100103
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MLA

White, Joe. "Performance Management Through Societal Performance Indicators." IJBIR vol.2, no.4 2011: pp.29-41. http://doi.org/10.4018/jbir.2011100103

APA

White, J. (2011). Performance Management Through Societal Performance Indicators. International Journal of Business Intelligence Research (IJBIR), 2(4), 29-41. http://doi.org/10.4018/jbir.2011100103

Chicago

White, Joe. "Performance Management Through Societal Performance Indicators," International Journal of Business Intelligence Research (IJBIR) 2, no.4: 29-41. http://doi.org/10.4018/jbir.2011100103

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Abstract

Performance management is tied to external forces and stakeholders whose assessment of performance is more focused on societal outcomes than purely financial outcomes. Government, corporate, and even personal performance measurement should take into account societal indicators that link these disparate yet intertwined spheres of influence. New initiatives in both government and commercial sectors are bringing greater understanding of how societal indicators can measure performance. This paper highlights how societal indicators are used to measure performance in corporate and government sectors. Corporate societal indicators are explored primarily though literary research. Government societal indicators are explored through an examination of the EPA and Superfund program. The paper demonstrates that there is synergy between corporate, government, and personal government performance measures and how business intelligence tools are making these relationships more transparent.

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