ALIGNMENT OF BENCHMARKING PERFORMANCE METRICS: A PERSPECTIVE ON MANAGERIAL POSITIONS

The focus of this article is to examine the role of managerial positions in deployment of consistent strategic and tactical benchmarking performance metrics. The article will also investigate consistency of benchmarking performance metrics at various levels of an organization. Statistical results confirm inconsistencies between organizational long-term strategy and proactive development of organizational core capabilities. The results also show that managers at the higher-level positions focus not only on strategic benchmarking performance metrics but also on wide range of critical strategic elements. On the other hand, managers at the lower level of the organization typically place more emphasis on narrow tactical and short-term benchmarking performance metrics. Utilizing consistent benchmarking performance metrics require consensus among managers at various levels and a thorough understanding of integrated top-down bottom-up organizational strategy and deployment of the strategy into tactical strategies as well as short-term performance metrics.