期刊名称：South African Journal of Economic and Management Sciences
印刷版ISSN：2222-3436
出版年度：2011
卷号：14
期号：4
页码：379-392
出版社：University of Pretoria
摘要：The motivation of professional personnel within the confines of formal management control systems is often problematic. The paper investigates how interactive management controls can augment a performance measurement framework (PMF) in order to motivate personnel in a state-controlled research organisation. A case study method, combined with a survey, was used to test the research questions. The results indicate that the PMF motivated its researchers, as well as facilitated the achievement of organisational objectives. The results also indicated the presence of a wide range of interactive management controls that were employed to design and implement the PMF. These interactive controls included leadership enthusiasm, ownership, open communication and other informal activities that acted as a lubricant to reduce the friction of the formal PMF. In effect, these informal controls motivated researchers because they provided a series of rewards, they improved the perception of formal controls and they increased the efficiency of the organisation structure.
其他摘要：The motivation of professional personnel within the confines of formal management control systems is often problematic. The paper investigates how interactive management controls can augment a performance measurement framework (PMF) in order to motivate personnel in a state-controlled research organisation. A case study method, combined with a survey, was used to test the research questions. The results indicate that the PMF motivated its researchers, as well as facilitated the achievement of organisational objectives. The results also indicated the presence of a wide range of interactive management controls that were employed to design and implement the PMF. These interactive controls included leadership enthusiasm, ownership, open communication and other informal activities that acted as a lubricant to reduce the friction of the formal PMF. In effect, these informal controls motivated researchers because they provided a series of rewards, they improved the perception of formal controls and they increased the efficiency of the organisation structure.
