PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Appendices to Thesis Keith Gale 2013element then I think definitely, that’s a really helpful tool. And I think from myexperience and observing it, it does work. Where you’ve got one contractor wherethey’re winning everything just because their rates were right in the first instance, butbecause they start to not be able to deliver on everything then these key performanceindicators… again it brings them back in line. If they’re not proactive and they’re notable to respond to everything as a business (if they’re a small business for example),I think you’re winning so much work but if you’re not able to react as a business toadapt to the regional systems and because the regional systems thinkentrepreneurially about services to enable.. not just to sort of just retain its delivery.And they just sort of think “well we’ll still carry on doing our job” As opposed to“oh look, we’re winning loads of work they just think that they can carry on winningand just allow their performance to drop off or the quality of work to drop off. Idefinitely think that the KPI’s works well to focus their attention a bit. So that’sgood. I think there is other ones that can be very effective - but I think ones that aremost subjective I guess in terms of satisfaction (client satisfaction and contractorsatisfaction) are just completely loaded with tripwires and are just completelyineffective because no one wants to resolve a conflict via key performanceindicators. I think that you resolve them face to face and then you work on thequality to reduce conflict resolutions and difficulties on a score of one to ten. Sosome KPI’s yes, but they have to be clear to be effective.Q14 In your opinion, is the collection of key performance data worthwhile? Is itdemanding?Yes and yes. I would say certainly its worthwhile. You need to be able to checkwhere you’ve come from, where you’re going to and how you get where you want tobe. So its absolutely essential from that point of view. Is it demanding? I thinkthere’s a real need to endeavour for better performance without having to report onprogress to hundreds of different people in hundreds of different ways. Um, I thinkthat comes down to, are we really getting the value out of certain performanceindicators? Or are there too many? And I think they are really demanding when thereis too many different subtleties which actually don’t really give you an outcome. Youknow, what is the outcome? Following that I suppose in different contexts if youtrack a satisfaction level with the client, does that actually improve the service? I383