Roots and realities of state-level performance indicator systems

1995 ◽  
Vol 1995 (91) ◽  
pp. 11-23 ◽  
Author(s):  
Sandra S. Ruppert
Keyword(s):  
Performance Indicator ◽  
State Level ◽  
Indicator Systems ◽  
Level Performance

Trait- Versus State-Level Performance on the MMPI-2 As Assessed by the Ruff Neurobehavioral Inventor

2013 ◽  
Author(s):  
Brandon Browne ◽  
Anthony P. Andrews ◽  
Jada Stewart ◽  
Charles J. Golden
Keyword(s):  
State Level ◽  
Level Performance

Creation of Indicators Determining the Work of High-Tech Business Practitioners

2012 ◽  
pp. 67-81
Author(s):  
Irene Lorentzen Hepsø ◽  
Vidar Hepsø
Keyword(s):  
Oil And Gas ◽  
Performance Indicator ◽  
Research Question ◽  
High Tech ◽  
Erp Systems ◽  
Key Issues ◽  
Business Practitioners ◽  
Indicator Systems ◽  
Interesting Area

The authors address how performance indicators are configured and engineered in ERP-systems to follow up the activities of the knowledge workers in an oil and gas company. ERP-systems enable the development of new performance indicator systems, and give management simple dashboard tools to follow up and compare the performance of the organizational members across time and space. Decisions in organizations are increasingly taken on the basis of these abstract indicators that work as signs and inscriptions. This makes the development of such accounting indicators an interesting area of research because the representation of such indicators will to a large extent govern the decision making and practices of the organization. Who inscribes and controls the indicators controls the business. The authors discuss the development of such indicators as an inscription and translation process and how the indicators develop as a consequence of negotiations between influential actors. Finally, they address the consequences of these indicators and argue that they are dependent upon three key issues: the validity of the indicators, their reliability, and how indicators are negotiated. The authors’ research question is how do disparate organizational groups interplay with physical and technical elements to create indicators determining the work of high-tech business practitioners?

scholarly journals Performance Evaluation Indexes in Public Administration Some issues of their actual usefulness

2014 ◽  
Vol 3 (2) ◽  
Author(s):  
Laura Tampieri
Keyword(s):  
Public Administration ◽  
Performance Indicator ◽  
Point Of View ◽  
International Studies ◽  
Managerial Control ◽  
Evaluation Indexes ◽  
European Public ◽  
The Difference ◽  
The Relationship ◽  
Indicator Systems

The paper examines the approach to usefulness of performance indicator systems in Public Administration (PA). There are many international studies about this subject, especially from the point of view of efficiency, effectiveness and adequacy. The used approach considers the difference among these indicators based on the level of difficulty in PA implementation. The research compares some indicator systems in European Public Administration considering their easiness and feasibility to apply and connecting these qualities to the basic structures of efficiency, effectiveness and adequacy. The paper aims to compare performance indicator systems of Austria, Italy and Slovenia, emphasizing the relationship between the indicators and their diffusion in government managerial control. In particular the paper underlines the connection between the difficulty of indexes application and the level of diffusion. in Public Administrations.

Using Integrated Performance Indicator Systems in the Digital Economy

2019 ◽  
pp. 185-199
Author(s):  
Ana Maria Ifrim ◽  
Alina Stanciu ◽  
Rodica Gherghina ◽  
Ioana Duca
Keyword(s):  
Organizational Culture ◽  
Exponential Growth ◽  
Performance Indicator ◽  
Digital Economy ◽  
Turbulent Environment ◽  
Digital Era ◽  
Strategic Impact ◽  
Integrated Performance ◽  
Technological Opportunities ◽  
Indicator Systems

The digital era has brought along the exponential growth of the economic and technological opportunities that entities can access and implement in the development of their own activities, along with a series of threats with strategic impact. Being a global, multinational, sustainable, profitable, and credible concept, it also involves a leadership connected to market threats for the entity. Moreover, this leadership must be adaptable, identifying with the vision of the entity and conveying it to its members through the organizational culture it cultivates, but above all a leader who understands and is aware of the functioning of the entity, both managerially and economically. And in order to achieve this, a permanent assessment and re-evaluation of the entity's performance is imperative. This chapter seeks to understand the economic and managerial mechanisms of operation to base the making of pertinent, real, and especially timely decisions in counteracting the threats of a turbulent environment while increasing the potential of the entity.

scholarly journals REGRESSION ANALYSIS OF KEY EFFICIENCY INDICATORS IN THE CONTEXT OF CORPORATE FINANCIAL MANAGEMENT BASED ON THE INDICATOR OF THE ECONOMIC VALUE ADDED (EVA)

2019 ◽  
Vol 8 (5) ◽  
Author(s):  
Tatiana O. Zhukovets ◽  
Eugeniia U. Strelnik ◽  
Diana S. Usanova
Keyword(s):  
Financial Management ◽  
Oil And Gas ◽  
Performance Indicator ◽  
Economic Value ◽  
Value Added ◽  
General System ◽  
Corporate Development ◽  
Negative Results ◽  
The Moment ◽  
Indicator Systems

As a tool for strategic management, key performance indicators perform two main functions: serve as indicators of the achievement of the corporate development goal, are necessary to motivate staff. To achieve these goals, the system of indicators should reflect the specifics of the company's activities and be scientifically sound, i.e. not chaotic. In this article, we observed 145 Russian companies in the oil and gas sector of the economy for 3 years and studied key performance indicator systems that they apply. As a result, it turned out that the currently used KPI systems are not very effective at the moment, since the indicators are chosen chaotically and are not linked to the general system of goals. We decided to test two practical management models based on interrelated indicators: the DuPont model and the EVA-based management model. As a result of testing the DuPont model, we obtained negative results. The multiple R was found to be only 0.15. The testing of the EVA model gave a positive result; we obtained a significant model (by the Fisher criterion) with a determination coefficient of 0.64. Therefore, we propose to develop KPI systems based on the EVA decomposition model.

State-level performance budgeting

1977 ◽  
Vol 1977 (16) ◽  
pp. 1-34 ◽  
Author(s):  
Marvin W. Peterson ◽  
J. Michael Erwin ◽  
Richard Wilson
Keyword(s):  
State Level ◽  
Performance Budgeting ◽  
Level Performance
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