"uuid","repository link","title","author","contributor","publication year","abstract","subject topic","language","publication type","publisher","isbn","issn","patent","patent status","bibliographic note","access restriction","embargo date","faculty","department","research group","programme","project","coordinates"
"uuid:978604f5-cde7-44f0-b117-fb18ab298118","http://resolver.tudelft.nl/uuid:978604f5-cde7-44f0-b117-fb18ab298118","Measurement and benchmarking of workplace performance: Key issues in value adding management","van der Voordt, Theo (TU Delft Real Estate Management); Jensen, Per Anker (Technical University of Denmark; Centre for Facilities Management)","","2018","Purpose: The purpose of this paper is to present a process model of value-adding corporate real estate and facilities management and indicators that can be used to measure and benchmark workplace performance and the added value of workplace interventions for an organisation. Design/methodology/approach: The paper compares the performance measurement and benchmarking theory with current practice and data from different work environments. The paper builds on two books on adding value through buildings, facilities and services, both edited and co-authored by the authors of this paper. The books were based on literature reviews, interviews with practitioners, cross-border studies of performance measurement and benchmarking and in-depth analyses of various value parameters by experts from different countries. In addition, theory and empirical examples of benchmarking have been included. Findings: The paper presents 12 value parameters that are seen as relevant in measuring and benchmarking of workplace performance: four people-oriented, four business processes-related, two economic and two social parameters. Because not all values can be easily expressed in monetary units, various other ways of measuring are presented that can help to monitor and to benchmark workplace performance. The 12 values and ways to measure can be used to support a more integrated business case approach that goes beyond “dollar-metrics” and spreadsheet-based decision-making. Both quantitative and qualitative performance indicators, including hard and soft factors, are needed to define the trade-off between the costs and benefits of interventions in corporate real estate, facilities and services and to cope with the interests and needs of different stakeholders. Practical implications: To add value to an organisation, workplaces have to provide value for money by a positive trade-off between the benefits, i.e. support of the organisational objectives and the primary processes and the costs, time and risks connected with achieving these benefits. Widely used indicators to measure the costs are the investment costs, running costs and total cost of occupancy. These metrics are primarily connected to efficiency, i.e. to optimal use of the resources of a firm, but much less to effectiveness and benefits such as user satisfaction, productivity, health and well-being. Originality/value: The paper links performance measurement and benchmarking to value-adding corporate real estate and facilities management and presents new ways to measure and benchmark the performance of buildings, facilities and services in connection to organisational performance.","Added value; Benchmarking; Business case; KPIs; Performance measurement; Workplace","en","journal article","","","","","","Accepted Author Manuscript","","","","","Real Estate Management","","",""
"uuid:e7937bd9-bce9-4e8d-b447-d0cb04865b61","http://resolver.tudelft.nl/uuid:e7937bd9-bce9-4e8d-b447-d0cb04865b61","Measuring the added value of workplace change: Performance measurement in theory and practice","Riratanaphong, C; van der Voordt, Theo (TU Delft Real Estate Management)","","2015","Purpose: – The purpose of this paper is to compare performance measurement systems from the literature with current performance measurement approaches in practice to get a better understanding of the complex relationships between workplace change, added value and organisational performance.To be able to measure the added value of workplace change, a valid and reliable performance measurement system is needed to measure the impact of the work environment on organisational performance before and after the change. This paper compares performance measurement systems from the literature with current performance measurement approaches in practice in order to get a better understanding of the complex relationships between workplace change, added value and organisational performance. A second aim is to have a closer look at the appraisal of workplace change by the end users.
Methodology: A review of the literature traced various performance measurement systems with different performance areas and Key Performance Indicators. Three case studies were conducted, two in Thailand and one in the Netherlands, to explore if and how these theoretical insights are applied in current practice. Due to the worldwide introduction of New Ways of Working, special attention is paid to employee satisfaction and perceived productivity support.
Findings: Many performance criteria and KPIs from literature are used in practice. However, apart from the Balanced Scorecard no performance measurement system from literature is literally applied. Regarding most issues, none of the organisations conducted a comparison of the impact of their real estate on organisational performance before and after the change. In one case only both ex ante and ex post data were collected about the appraisal of change by the end users.
Practical implications: The performance measurement systems that were found in theory and practice can be used as input to value adding management of facilities. Based on the findings a step-by-step procedure is presented to facilitate the selection of prioritised key performance indicators.
Research limitations: The number of cases is limited. Additional case studies in depth are needed to get a wider picture of practice. Besides, still much work has to be done to operationalise the performance criteria.
Originality/value: This research connects the concepts of performance measurement and adding value by workplace change with data from two different continents.","Workplace change; Performance measurement; Added value; Stakeholders; Key performance indicators; Benchmarking","en","journal article","","","","","","Accepted Author Manuscript","","","","","Real Estate Management","","",""