scholarly journals Operational Performance Measures for Two-lane Roads: An Assessment of Methodological Alternatives

2013 ◽  
Vol 104 ◽  
pp. 440-448 ◽  
Author(s):  
Indrajit Ghosh ◽  
Satish Chandra ◽  
Amardeep Boora
Keyword(s):  
Performance Measures ◽  
Operational Performance

HCS: Designing a Balanced Scorecard in a Knowledge-Based Firm

2001 ◽  
Vol 16 (4) ◽  
pp. 569-601 ◽  
Author(s):  
Chris Moore ◽  
Beverly J. Rowe ◽  
Sally K. Widener
Keyword(s):  
Human Capital ◽  
Performance Measures ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Systems Design ◽  
Operational Performance ◽  
Performance Measurement System ◽  
Knowledge Based ◽  
Consulting Services ◽  
Strategic Context

The purpose of this case is to enable you to design a performance measurement system using a balanced scorecard. This case is based on factual issues and decisions faced by the real-world managers and employees of Holloway Consulting Services (HCS) (names and dollar amounts have been changed). HCS is a service firm that provides its customers with managed business solutions, i.e., integrating outsourcing options with systems design and support. Currently, HCS collects several financial and operational performance measures; however, Sharon Holloway, owner of HCS, is concerned that these measures are not adequate for a firm that competes using intangible assets, especially human capital. Therefore, she plans to implement a balanced scorecard in which performance measures are linked to the firm's strategy. This case provides you with the opportunity to develop a balanced scorecard that incorporates both traditional and nontraditional performance measures within the strategic context of a knowledge-based firm.

Does Operational Efficiency Depend on the Airport’s Size?

2018 ◽  
Vol 4 (4) ◽  
pp. 28-37 ◽  
Author(s):  
Tshianeo Tracey
Keyword(s):  
Performance Evaluation ◽  
Statistical Analysis ◽  
South African ◽  
Performance Measures ◽  
Performance Indicators ◽  
Operational Performance ◽  
Data Envelopment ◽  
Important Data ◽  
Business Operations ◽  
Operational Information

This paper presents operational performance analysis using DEA which is short for data envelopment analysis. The study focuses on 9 South African commercial airports. These were divided into different hub groups according to their size. Few airports utilize any type of operational performance indicators for performance evaluation. Operational information such as aircrafts’ landing and take-off movements are some of the important data that can be used. Airport performance measures are necessary for stakeholders such as passengers and day-to-day business operations. The study was limited to only two inputs and two outputs. Outputs being passenger throughput and total air traffic movements. The inputs being hourly runway capacity and public parking bays. After DEA was used to evaluate the efficiency of the airports, statistical analysis was done to identify those airports that dominate others in terms of efficiency.

scholarly journals Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

2015 ◽  
Vol 46 (2) ◽  
pp. 1-14 ◽  
Author(s):  
U. O. Asikhia ◽  
D. O. Awolusi
Keyword(s):  
Organizational Performance ◽  
Performance Measures ◽  
Business Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Operational Performance ◽  
Critical Success ◽  
Oil And Gas Companies

Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

scholarly journals Assessing operational performance benefits of a Water Safety Plan implemented in Southwestern France

2018 ◽  
Vol 138 (5) ◽  
pp. 270-278 ◽  
Author(s):  
K Setty ◽  
G O’Flaherty ◽  
J Enault ◽  
S Lapouge ◽  
JF Loret ◽  
...  
Keyword(s):  
Water Quality ◽  
Customer Service ◽  
Performance Measures ◽  
Regulatory Compliance ◽  
Economic Benefits ◽  
World Health ◽  
Operational Performance ◽  
Health Improvement ◽  
Water Safety ◽  
Drinking Water Contamination

Aims: The World Health Organization (WHO) has recommended Water Safety Plans (WSPs) since 2004 as a means to reduce drinking water contamination and risks to human health. These risk management programs have shown promise across several potential areas of evaluation, such as economic benefits and regulatory compliance. Since WSPs are largely carried out by people who interact with water treatment equipment and processes, operational performance indicators may be key to understanding the mechanisms behind desirable WSP impacts such as water quality and public health improvement. Method: This study reports performance measures collected at a WSP implementation location in southwestern France over several years. Results: Quantitative assessment of performance measures supported qualitative reports from utility managers. Results indicate significantly reduced duration of low-chlorine events at one production facility and a significant decrease in customer complaints related to water quality, manifesting reported improvements in operational performance and the customer service culture. Conclusion: The findings demonstrate some success stories and potential areas of future performance tracking. Cyclical iteration of the WSP can help to achieve continuous quality improvement. Successfully applied evaluation criteria such as the number of water quality complaints or alarm resolution time might be useful across other locations.

scholarly journals A meta-analytical study on the association of human resource management practices with financial, market and operational performance

2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Sukhpreet Kaur ◽  
Gurvinder Kaur
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Financial Market ◽  
Performance Measures ◽  
Meta Analysis ◽  
Operational Performance ◽  
Organisational Performance ◽  
Bottom Line ◽  
Hrm Practices

Purpose: This article draws on the meta-analysis technique to systematically analyse and compare the association of human resource management (HRM) practices with financial, market and operational performance.Design/methodology/approach: An exhaustive search of HRM-performance link resulted in a final sample (k) of 24 independent studies. For this purpose, Comprehensive Meta-Analysis (Version 3.0) software was used. Heterogeneity of the studies was determined using Q-statistic with a p-value, I2, T2 and Tau. As the degree of heterogeneity was very high, random effects model was selected to estimate the mean of effects. Lastly, publication bias was studied using graphical and statistical methods.Findings/results: The results revealed the average correlational (r) association of HRM practices with financial performance, market performance and operational performance as 0.305, 0.434 and 0.311, respectively. More specifically, HRM practices have the strongest association with market performance.Practical implications: The results statistically quantify the association between HRM practices and organisational performance measures for developing desired knowledge, skills and abilities to generate higher and improved performance. The results of this study provide HR managers with evidence that right investment in human resources does significantly contribute to the bottom line; they should make better and higher allocation of the resources for HRM.Originality/value: To the best of our knowledge, this study is the first to meta-analytically examine the varying association of HRM with three distinct organisational performance measures.

Evaluating Dual Performance Measures on Information Dashboards: Effects of Anchoring and Presentation Format

2013 ◽  
Vol 27 (2) ◽  
pp. 21-34 ◽  
Author(s):  
Hans van der Heijden
Keyword(s):  
Emergency Room ◽  
Performance Assessment ◽  
Performance Measures ◽  
General Public ◽  
Relevant Information ◽  
Performance Level ◽  
Presentation Format ◽  
Operational Performance ◽  
Target Performance ◽  
Dual Performance

ABSTRACT This study examines aspects of dual performance measures in the context of organizations disclosing operational performance to the general public through information dashboards. Dual performance measures are measures where performance is a function of two values, one value denoting the percentage of a group to which the measure refers and one value denoting the performance level achieved by that particular percentage. Dual measures must be anchored to either target percentage or target performance level before a decision on over- or under-performance can be made. A 2 × 2 experiment (n = 222), involving performance assessment of a fictional emergency room, varies anchor and presentation format, and measures the effects on subjective performance of the emergency room, as well as perceived informativeness and attractiveness of the dashboard. The results indicate, first, that choice of anchor matters, in the sense that anchor choice can mask or accentuate relevant information, thereby influencing subjective performance. Second, a pictorial unit chart combined with a performance-level anchor is perceived to be the most informative and most attractive dashboard display. The study contributes to research on the design of information dashboards by developing theory on the effectiveness of reporting dual performance measures.

scholarly journals Impact of Halal Certification on The Performance of Food Small Medium Enterprises

2019 ◽  
Vol 18 (2) ◽  
pp. 116-123 ◽  
Author(s):  
Ida Giyanti ◽  
Erna Indriastiningsih
Keyword(s):  
Performance Measures ◽  
T Test ◽  
Profit Margin ◽  
Operational Performance ◽  
Subjective Data ◽  
Significant Difference ◽  
Before And After ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
The Impact

The purpose of this paper is to analyze the impact of halal certification on the performance of food small-medium enterprises (SMEs). Specifically, this research aims to prove empirically whether there are significant differences in (1) profit margin of SMEs before and after obtaining a halal certificate; (2) profit margin between halal certified and non-certified SMEs; and (3) operational performance between halal certified and non-certified SMEs. Operational performance measures used in this study include production capacity, product quality, sales, net profit, amount of customers, customers' loyalty, and market share. A survey was conducted in 85 food SMEs in Surakarta city. Administered questionnaires were used to collect primary data from SMEs' managers. The differences regarding profit margin were analyzed using paired sample t-test and independent sample t-test. We determined the operational performance differences through non-parametric tests, namely the Mann Whitney U-test. Results based on objective data showed that there was no significant difference in the profit margin of SMEs before and after obtaining a halal certificate as well as between halal certified and non-certified SMEs. Results based on mean rank differences of subjective data of performance using the Mann Whitney U test showed that there were significant differences concerning all performance measures between halal certified and non-certified SMEs.

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