HPMD Bullet: A Measurement Bibliography

HPMD Bullets

BULLET #62
A MEASUREMENT BIBLIOGRAPHY

Here is a sampling of books and chapters that provide a solid foundation on performance measurement. The single most important lesson we learned from these authors is that measurement is best used in the positive framework of winning and scoring points.

Coonradt, Charles A., The Game of Work, Salt Lake City: Shadow Mountain, 1991. This is the "how-to" of using measurement in business as scorekeeping in sports.

Boyett, Joseph H. and Henry P. Conn, Maximum Performance Management, Glenbridge, 1988. See pp. 76-134 on developing performance measures. There is also a list of suggested department measures on pp. 90-99.

Boyett, Joseph H. and Henry P. Conn, Workplace 2000, Dutton, 1991. See pp. 47-82 on performance measurement in the context of future information sharing.

Crosby, Philip B., Quality is Free, Mentor, 1979. See pp. 86-92 on performance measurement, and pp. 184-185 for some ideas on department measures.

Crosby, Philip B., Quality Without Tears, Plume, 1984. See pp. 108-109 for some good arguments on why measurement is a "normal thing," and pp. 85-86 on the measurement of quality as the price of nonconformance (PONC).

Crosby, Philip B., Running Things, Plume, 1986. Especially note pp. 125-131 on the Contri/Contra index, and p. 172 on the role of measurement.

Deming, W. Edwards, Out of the Crisis, MIT CAES, 1986.

Gitlow, Howard, The Deming Guide to Quality and Competitive Position, Prentice Hall, 1988.

Hawken, Paul, Growing A Business, Fireside, 1987. Note pp. 209-229 on the role of hiring in performance, plus the value of 5-15 reports.

Heskett, James L., etal., "Putting the Service-Profit Chain to Work," Harvard Business Review, March-April 1994, pp. 164-170. The Service-Profit links diagrammed on p. 166 is especially useful.

Hronec, Steven M., Vital Signs, AMACOM, 1993.

Juran, J.M., Juran on Leadership for Quality, Free Press, 1989.

Juran, J.M., Juran on Planning for Quality, Free Press, 1987.

Kaplan, Robert S. and David P. Norton, "The Balanced Scorecard -- Measures That Drive Performance," Harvard Business Review, January-February 1992, pp. 71-79, reprint No. 92105.

Kaplan, Robert S. and David P. Norton, "Putting the Balanced Scorecard to Work," Harvard Business Review, September-October 1993, pp. 134-147, reprint No. 93505.

Khadeem, Riaz and Robert Lorber, One Page Management, Morrow, 1986. A precursor to the balanced scorecard, introducing one page focus reports with trends and targets in "one-minute manager" style parable format.

Lynch, Richard L. and Kelvin F. Cross, Measure Up: Yardsticks for Continuous Improvement, Blackwell, 1991. Full of do's and don'ts, plus exercises for building an effective measurement program.

Peters, Tom, Thriving on Chaos, Knopf, 1987. Note pp. 480-517 on new measurement systems. Especially note the unconventional measures listed on pp. 491-492.

Rummler, Geary and Alan P. Brache, Improving Performance: How to Manage the White Space in the Organization Chart, Jossey Bass, 1990.

Sewell, Carl, Customers for Life, Doubleday, 1990. See pp. 81-91 on "How do you know how good you are?" Sewell's story on how keeping score changes the game on p. 81 is a gem. The Quantity, Quality, Cost and Timeliness categories for measurements on p. 83 are very useful.

Sloma, Richard S., How to Measure Managerial Performance, MacMillan, 1980. Chock full of possible measures for each and every department.

Tichy, Noel and Stratford Sherman, Control Your Destiny or Someone Else Will, Doubleday Currency, 1993. Especially note the interview with Jack Welch on pp. 240-251 where Welch defines the top three GE measures: Customer Satisfaction, Employee Satisfaction and Cash Flow.

Zeithmal, Valerie, Delivering Quality Service; Balancing Customer Perceptions and Expectations, Free Press, 1990. The two appendices on pp. 117-205 have useful service measurement instruments.

Zemke, Ron and Dick Schaaf, The Service Edge, NAL, 1989. See pp. 47-58 on service standards and measurements, and pp. 70-76 on recognition and rewards.

At HPMD, we are ready to help you tailor and apply the insights of these resources for your specific business needs. Our priority is to develop a long lasting relationship with our clients. We take pride in the fact that most of our business comes from our existing customers.

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