Performance Measures — A Tool to Enhance Transportation Decision-Making

Author(s):  
Peter Lai ◽  
Holly Krambeck
2014 ◽  
Vol 4 (1) ◽  
pp. 48 ◽  
Author(s):  
Abdorrahman Haeri ◽  
Kamran Rezaie ◽  
Seyed Morteza Hatefi

In recent years, integration between companies, suppliers or organizational departments attracted much attention. Decision making about integration encounters with major concerns. One of these concerns is which units should be integrated and what is the effect of integration on performance measures. In this paper the problem of decision making unit (DMU) integration is considered. It is tried to integrate DMUs so that the considered criteria are satisfied. In this research two criteria are considered that are mean of efficiencies of DMUs and the difference between DMUs that have largest and smallest efficiencies. For this purpose multi objective particle swarm optimization (MOPSO) is applied. A case with 17 DMUs is considered. The results show that integration has increased both considered criteria effectively.  Additionally this approach can presents different alternatives for decision maker (DM) that enables DM to select the final decision for integration.


2003 ◽  
Vol 9 (3) ◽  
pp. 493-586 ◽  
Author(s):  
S. Haberman ◽  
C. Day ◽  
D. Fogarty ◽  
M. Z. Khorasanee ◽  
M. McWhirter ◽  
...  

ABSTRACTThe trustees and sponsors of defined benefit schemes rely on the advice of the Scheme Actuary to make important decisions concerning the funding of the scheme, the investment of its assets, and the use of surplus assets to improve benefits. These decisions have to be made in the face of considerable uncertainty about financial and demographic factors that will affect the future experience of the scheme and its success in meeting various objectives.The traditional actuarial valuation combined with actuarial judgement has played an important role in guiding decision making; but we argue that stochastic methods can add value in certain crucial areas, in particular the financial risk management of defined benefit schemes. Rather than dealing with risk by incorporating margins in the valuation basis, a stochastic approach allows the actuary to evaluate specific and quantifiable risk and performance measures for alternative funding and investment strategies.This paper recommends a framework that, when combined with a suitable stochastic model, measures the risks inherent in contribution rate and asset allocation decisions, allowing better decisions to be made. In doing this, we suggest and apply various risk and performance measures that may be thought appropriate, although our intention is to illustrate their use rather than prescribe them as objective standards. The framework provides the means to explore the trade-offs involved in possible contribution and asset allocation decisions, and points to decision strategies expected to give improved outcomes for the same level of risk. A feature of the approach that marks it out from current asset/liability techniques is that it examines the funding and investment decisions together. It does not derive a contribution rate in the traditional way, but leaves this as free variable, in the same way that the investment decision is taken to be a free variable. Another distinctive feature of our framework is that it is based on projection rather than on valuation, involving stochastic simulation of the experience of the scheme over a time horizon reflecting the concerns of the trustees and the sponsoring employer.The paper provides a case study (based on a model final salary pension scheme) showing the advantages of the framework, and goes on to explain how the results may practically be communicated to trustees and scheme sponsors.


2015 ◽  
Vol 13 (2) ◽  
pp. 229-248 ◽  
Author(s):  
Lourdes Torres ◽  
Vicente Pina ◽  
Caridad Martí

This paper seeks to identify the drivers of the variations in the impact perceived by managers of the implementation of performance measures (PM) across European local governments. We argue that insights from the use of PM for managerial processes and human resources (HR) management features condition the perceived impact of PM systems. The data was collected through a questionnaire answered by local governments of 16 European countries. The results show that the higher the use of PM in performance-oriented budgeting processes, the higher the impact of PM on improvements in the quality of decision-making. Monetary incentives linked to performance better explain the actual results in PM implementation than the kind of HR system of the cities and the academic backgrounds of their senior managers.


Author(s):  
Michael Gibbs

A large, mature and robust economics literature now provides a useful framework for understanding incentives. This chapter uses the lessons of that literature to discuss how to design and implement pay for performance in practice. A unified treatment of properties of numeric performance measures is provided, including how performance measures relate to employee knowledge and decision making. Subjective performance evaluation, and the tie of evaluations to rewards, are analyzed. Practical implementation issues, such as matching of pay for performance to job design, motivating creativity, and links between incentives and employee selection, are considered. The chapter concludes with suggested directions for future research.


2002 ◽  
Vol 77 (4) ◽  
pp. 793-819 ◽  
Author(s):  
Raffi J. Indjejikian ◽  
Dhananjay (DJ) Nanda

We provide evidence that CEOs' and lower-level business unit executives' target bonuses are negatively associated with a proxy for measurement noise in accounting-based performance measures, and positively associated with proxies for firms' growth opportunities and the extent of executives' decision-making authority. Non-CEO executives' target bonuses are also positively associated with their CEO's target bonus. In addition, we compare executives' actual and target bonuses over two consecutive periods to draw inferences about how firms revise executives' performance standards. If firms adjust performance standards to fully reflect executives' past performance, then we expect an executive's chances of earning an above-target bonus to be independent of his past performance. We find evidence to the contrary; an executive is more likely to receive an above-target bonus if he received an above-target bonus in the prior year than if he did not. This suggests that firms do not adjust standards to fully reflect executives' past performance, consistent with agency-theoretic arguments that a firm can better motivate its executives if it discounts executives' past performance in setting their future compensation.


2020 ◽  
Vol 32 (1) ◽  
pp. 27-48
Author(s):  
Benjamin R. Gibbs ◽  
Tusty ten Bensel ◽  
Madison K. Doyle ◽  
William Wakefield

Drug courts attempt to gain participant compliance and alcohol and other drug (AOD) use abstinence through a strategy of moderate and progressive sanctioning, but its discretionary application possesses the capacity for disparity across participants and behaviors. The purpose of this study was to examine the drug court team’s (DCT) discretionary use of sanctions in response to continued participant AOD use. A mixed-methods approach was used for analyzing agency data ( n = 1,032) and interviews of five members of the DCT. Data were collected from an adult felony drug court over a 6-year period (2008–2013) and use to answer the following research question: “What participant characteristics and program performance measures affected sanctioning outcomes?” We found that offender attributes did play a role in the sanctioning decision, but program performance measures were stronger predictors of sanction type.


Author(s):  
Susan G. Hutchins ◽  
Daniel P. Westra

The Tactical Decision Making Under Stress program is being conducted to apply recent developments in decision theory and human-system interaction technology to the design of a decision support system for enhancing tactical decision making under highly complex conditions. Topics to be discussed include: (1) a description of the difficult tasks identified for analysis; (2) the general methodological approach; (3) development of the performance measures and issues related to their development; (4) discussion of the modification and extension of the TapRoot® Incident Investigation System; and (5) discussion of the types of errors made by decision makers and interpretations for the cause of these errors based in the cognitive psychology literature.


2006 ◽  
Vol 81 (4) ◽  
pp. 897-924 ◽  
Author(s):  
Frank Moers

In this paper, I extend the organizational design literature by examining how the delegation choice is affected by the ability to resolve the incentive problem caused by this delegation. Based on the seminal papers by Grossman and Hart (1986) and Holmstrom and Milgrom (1994), I argue that the ability to resolve the incentive problem depends on the contractibility of financial performance measures versus nonfinancial performance measures, where the contractibility depends on the performance measure properties sensitivity, precision, and verifiability. The empirical results show that, if financial performance measures are “good” (“poor”) incentive measures, i.e., high (low) on sensitivity, precision, and verifiability, then using these measures for incentive purposes increases (decreases) delegation. Overall, the results are consistent with the argument that firms design their decision-making process around the quality of contractible performance measures.


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