Purpose: This paper aims to investigate the gap between theory and practice in performance management in small and medium‐sized enterprises (SMEs) and analyse it in the light of specific SME characteristics and needs, to identify how SMEs can develop their managerial practice for effective performance management.Design/methodology/approach: The design of the study is based on literature review and multiple case studies. Combining both approaches and investigating a spectrum of 37 European SMEs through 232 semi‐structured and face‐to‐face interviews with managers helped the authors to provide theoretical and empirical evidence to offer a more effective performance management process for SMEs.Findings: The paper found that SMEs engage with a four‐stage performance management process, although there are some gaps between their practice and the complete process as recommended in literature. SMEs seem to be more focussed on internal and short‐term planning, whereas they pay less attention to long‐term planning. The main challenge for making performance management practice more effective lies in an appropriate, balanced use of strategic and operational practices and relevant measures. Therefore, managerial activities such as vision, mission and values development, internal and external communication, change management and horizon scanning represent recommended areas for improvement.Originality/value: The paper suggests a number of ways to improve the SME managerial practice to achieve a more balanced view of the whole performance process, which includes the mechanisms for the development and implementation of good practice in performance management.

Wearable devices are pervasive solutions for increasing work efficiency, improving workers’ well-being, and creating interactions between users and the environment anytime and anywhere. Although several studies on their use in various fields have been performed, there are no systematic reviews on their utilisation in ergonomics. Therefore, we conducted a systematic review to identify wearable devices proposed in the scientific literature for ergonomic purposes and analyse how they can support the improvement of ergonomic conditions. Twenty-eight papers were retrieved and analysed thanks to eleven comparison dimensions related to ergonomic factors, purposes, and criteria, populations, application and validation. The majority of the available devices are sensor systems composed of different types and numbers of sensors located in diverse body parts. These solutions also represent the technology most frequently employed for monitoring and reducing the risk of awkward postures. In addition, smartwatches, body-mounted smartphones, insole pressure systems, and vibrotactile feedback interfaces have been developed for evaluating and/or controlling physical loads or postures. The main results and the defined framework of analysis provide an overview of the state of the art of smart wearables in ergonomics, support the selection of the most suitable ones in industrial and non-industrial settings, and suggest future research directions.

Purpose – The purpose of this paper is to develop a framework that small and medium size enterprises (SMEs) can use to assess their performance measurement system (PMS) in order to identify the main weaknesses and take corrective measures. Design/methodology/approach – Starting from a review of the recommendations provided in literature regarding performance measurement in companies, a list of general characteristics of a “good” PMS is defined. The identified PMS general features are then tailored to SME needs through an analysis of the characteristics of SMEs and a survey of their performance measurement current practice. Finally all the requirements are included in a framework designed to support SMEs in critically reviewing their PMS and enabling its effective use. Findings – The main characteristics of SMEs are reviewed and classified; the general characteristics of a “good” PMS are collected from the literature and then adapted to the SME context, thus obtaining a list of PMS requirements for SMEs; moreover a tool for PMS self-assessment is developed. Research limitations/implications – Research is still at an early stage and applications of the tool in real settings will offer the possibility to refine and validate it. Practical implications – The tool proposed codifies best practices and makes them accessible by SMEs in a simple way, thus supporting companies in the process of continuous improvement of their PMS. Originality/value – The field of performance measurement in SMEs is an emergent area of study. The paper highlights the necessity of PMS assessment instruments suitable for SMEs and defines a new tool starting from the analysis of SME needs and characteristics.

The purpose of this paper was to explore how visual strategy and performance management techniques impact performance measurement and management practices of organisations. A novel visual performance management approach is developed and implemented in qualitative case studies with seven manufacturing SMEs across Europe. The implementation cases demonstrate that visual management systems serve to support ongoing strategy development and implementation, facilitate performance measurement and review, enable people engagement, improve internal and external communication, enhance collaboration and integration, support the development of a continuous improvement culture and foster innovation. Additional explorative and longitudinal research is required to understand the long-term impact of such approaches in both small and larger organisations.

In the last two decades, Quality of Working Life (QWL) has become a core element of the European social model and the European Employment Strategy. “More and better jobs” is a strategic goal promoted within Europe for emphasising the attention in QWL. However, there is a large debate in the literature on the definition of QWL, its dimensions, and consequently on the methods to use for its measurement. To the best of our knowledge, the systematic reviews currently available in the literature on QWL measurement in European organisations investigate only a particular industry and/or working population. Moreover, they do not focus specifically on composite indicators, although they appear promising in facilitating QWL understanding and comparisons for supporting decision-makers and policy makers. To overcome these gaps, we conducted a systematic review to identify composite indicators for measuring QWL in European organisations. The review returned 19 studies that are analysed based on a set of factors related to QWL locutions, index name, geographical area, industry or population, level of analysis, dimensions, type of data, inputs, outputs, and test and/or validation. The results highlight a significant heterogeneity among the indicators, confirming the lack of an agreed upon QWL composite indicator for Europe. Such heterogeneity concerns also QWL dimensions. A critical comparison of the different composite indicators is provided, along with a unifying proposal of QWL macro-dimensions. Several gaps in the literature are pointed out suggesting directions for future research.