Abstract:
Organizational performance evaluation is of novel research interest in performance management and there is a need to enhance construction organizational performance in order to survive in the industry. The traditional view of construction organizational performance highly relies on project financial data, which only emphasizes on
past performance .. Researchers and construction industry practitioners agree that the lack of an appropriate . performance measurement system (PMS) is a major drawback to process improvement in the industry. Development and implementation of a multi-dimensional PMS, therefore will boost project success and share value in the construction industry. Literature review so far shows that while balanced scorecard (Ese) concept for performance measurement and analytic hierarchy process (AHP) tools have been widely used in the manufacturing industry for performance evaluation, they have not been commonly applied in the construction industry. This study therefore, has developed a multi-dimensional performance measurement model for construction organizational performance evaluation by integrating the ESe and AHP tools. The novel conceptual model MS revised ESe concept, into six distinct perspectives focusing mainly on client; financial; organizational management; construction process; other stakeholders; and relationships, reputation, innovation and growth with a clear definition of key organizational performance indicators (KOPls) in each perspective. Research
methodology comprised structured questionnaire survey interphased to AHP tool to analyze and prioritize ESe perspectives and KOPls. According to Survey findings, client and financial perspectives were the most prominent in.!he model. The model developed here will provide construction industry stakeholders with a critical perspectives and KOPls for enhanced organizational performance.
