Strategic Performance Measurement and Reward Systems Survey

A study conducted by Cranfi eld School of Management and Watson Wyatt LLP in collaboration with WorldatWork


Recent studies have indicated that around half of large US and European organisations and 35 per cent of Australian organisations are now using a strategic performance measurement (SPM) system such as the Balanced Scorecard for measuring their business performance. There is also evidence suggesting that just under half of those firms using a strategic performance measurement system are linking it to their compensation practices. However, beyond this data, the relationship between SPM systems and reward systems in organisations is not well understood.

Survey Results

This report outlines the results of a study undertaken jointly with Cranfield School of Management in collaboration with WorldatWork.

The aim of the study was to better understand the following:

  •  the proportion of companies using SPM systems in the UK
  • the proportion of such companies linking their senior management reward systems to their SPM system
  • how rewards and measurement systems have been linked
  • the reasons why they have been linked
  • the perception of whether these linkages were worthwhile. 

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  • 2004
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