Visual Performance Management (VPM) has been prominent within Lean manufacturing environments for a number of decades, but its use has only recently started to emerge in service organisations. We consider the transition of VPM approaches to service environments and, utilising a case study method with two public service organisations, we explore four aspects of visual performance implementation. We start by exploring the strategic drivers for VPM adoption, the transparency of VPM, the performance management approach used, and changes in organisational effectiveness resulting from the introduction of VPM. Findings indicate that VPM approaches do work within public service environments, and have a tangible impact on management, but strategic alignment and data integrity are common concerns, and should be considered essential prerequisites.
|Title of host publication||29th Australia and New Zealand Academy of Management (ANZAM) Conference Proceedings, Queenstown, New Zealand, 2015|
|Publication status||Published - 2015|