Falling from a Great Height: Principles of Good Practice in Performance Measurement and the Perils of Top Down Determination of Performance Indicators

2005 ◽  
Vol 31 (1) ◽  
pp. 21-38 ◽  
Author(s):  
Annabel Jackson
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Good Practice ◽  
Top Down ◽  
Great Height ◽  
Principles Of Good Practice

scholarly journals Pre-conceptual-schema-based patterns for deriving key performance indicators from strategic objectives

2017 ◽  
Vol 37 (2) ◽  
pp. 120-128
Author(s):  
Carlos Mario Zapata Jaramillo ◽  
Luis Fernando Castro Rojas
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Business Success ◽  
Conceptual Schema ◽  
Strategic Objectives ◽  
Systematic Derivation ◽  
Derivation Process ◽  
Organizational Objectives

Performance measurement is crucial for achieving business success. Moreover, such success is also related to the fulfillment of the organizational strategic objectives. Hence, an adequate determination of relevant performance indicators—or key performance indicators (KPIs)—and their relationships to organizational objectives is needed. Even though several approaches for treating KPIs and objective-KPI relationships have been proposed, they exhibit some drawbacks associated with the lack of reusability and traceability. We attempt to fill this gap by proposing a set of patterns based on pre-conceptual schemas for supporting the systematic derivation of KPIs and their relationships to organizational objectives. In this way, the proposed patterns guarantee a reusable and traceable derivation process of a set of candidate KPIs from organizational strategic objectives. Lastly, we provide a lab study in order to illustrate the usefulness of this proposal.

scholarly journals Prototype Sistem Informasi Pengukuran Kinerja Fakultas Dengan Menggunakan Balanced Scorecard Studi Kasus: Fakultas Sains Dan Teknologi UIN Jakarta

2018 ◽  
Vol 11 (2) ◽  
pp. 127-138
Author(s):  
Tomi Hardi
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard

ABSTRAK Pengukuran kinerja adalah hal yang penting bagi manajemen dalam melakukan evaluasi performa dan perencanaan perguruan tinggi. Salah satu metode untuk mengukur kinerja tersebut adalah dengan balanced scorecard. Fakultas Sains dan Teknologi  sebagai sebuah fakultas yang memiliki visi dan misi belum memanfaatkan Sistem Pengukuran Kinerja (SPK) untuk mengetahui sudah sejauh mana visi dan misi itu terlaksana. SPK yang baik haruslah terintegrasi untuk semua unit dan aktivitas di fakultas . Indikator kinerja yang terbentuk tidak hanya berupa indikator kinerja finansial (keuangan) tetapi juga indikator kinerja nonfinansial. Oleh karena itu peneliti mencoba merancang system pengukuran kinerja dengan melibatkan indikator kinerja financial dan nonfinansial. Prores perancangan SPK menggunakan model Balanced Scorecard , yaitu keseimbangan antara finansial dan nonfinansial dengan didasarkan pada langkah-langkah (framework) yaitu penetapan arsitek pengukuran, penentuan tujuan strategis (strategic objectives) dari masing-masing perspektif (finansial, pelanggan, proses bisnis internal, belajar dan tumbuh), penentuan Key Performance Indicators (KPI) dan penentuan target. Untuk melakukan penilaian kinerja adalah menggunakan lembar kerja pengukuran kinerja yang dirancang sedemikian rupa sehingga dapat memberikan gambaran mengenai kinerja. hasil dari penelitian ini yaitu implementasi  dalam bentuk software diharapkan mampu mempercepat proses analisis Balanced Scorecard itu sendiri dan memberikan nilai tambah yaitu berupa competiteve advantage dalam persaingan bisnis, sehingga dapat dijadikan sebagai salah satu sistem pendukung keputusan di tingkat manajerial. ABSTRACT Performance measurement is important for management to evaluate the performance and college planning. One method is to measure the performance of the Balanced Scorecard. Faculty of Science and Technology as a faculty that has the vision and mission have not been utilizing the Performance Measurement System (DSS) to determine the extent to which the vision and the mission was accomplished. Good SPK be integrated to all units and activities in the faculty. Performance indicators are formed not only in the form of financial performance indicators (financial) but also non-financial performance indicators. Therefore, researchers tried to design a performance measurement system involving financial and non-financial performance indicators. ProRes DSS design using a model of the Balanced Scorecard, which is a balance between the financial and nonfinancial measures are based on the (framework) that the determination architect measurements, determination of strategic objectives (strategic objectives) of the respective perspectives (financial, customer, internal business processes, learning and growing), the determination of Key Performance Indicators (KPI) and the determination of the target. To conduct performance appraisal is to use performance measurement worksheets are designed such that it can provide a picture of performance. the results of this study are in the form of software implementation is expected to accelerate the analysis process itself and the Balanced Scorecard provide added value in the form of competiteve advantage in a competitive business, so it can be used as a decision support system at the managerial level.  

Redesigning Introduction to Communication Disorders

2010 ◽  
Vol 13 (2) ◽  
pp. 40-48 ◽  
Author(s):  
John Wm. Folkins
Keyword(s):  
Student Learning ◽  
Student Evaluation ◽  
Good Practice ◽  
Communication Disorders ◽  
Team Experience ◽  
Team Activity ◽  
Class Period ◽  
Written Assignments ◽  
Principles Of Good Practice ◽  
Overall Effectiveness

A class of 58 students in Introduction to Communication Disorders was divided into eight teams of approximately seven students each. The teams sat together all semester and participated in at least one team activity (team discussions, in-class written assignments, and team quizzes) in every class period. Teams also were used for taking roll and reviewing for examinations. There was no decline in student evaluation of the overall effectiveness of the course or in examination scores when compared to when this course was taught with half the number of students and no teams. Students evaluated the team experience highly and appeared to enjoy competition among teams. Using teams was successful in creating experiences that foster student learning as embodied in Chickering and Gameson’s principles of good practice.

The Student Affairs Profession in the Academic Marketplace

NASPA Journal ◽  
2007 ◽  
Vol 44 (2) ◽  
Author(s):  
Joan B. Hirt
Keyword(s):  
Higher Education ◽  
Student Affairs ◽  
Good Practice ◽  
Student Affairs Professionals ◽  
Academic Affairs ◽  
Seven Principles ◽  
Market Driven ◽  
Principles Of Good Practice ◽  
The Way

This essay compares the narratives that have emerged in recent years to describe the higher education enterprise with the narratives used to describe student affairs’ endeavors. I posit that the way in which student affairs professionals present their agenda is out of sync with the market-driven culture of the academy. The seven Principles of Good Practice are used to illustrate the incongruence between student affairs and academic affairs narratives on campus. I offer ways that those Principles can be recast to be more closely aligned with the new academic marketplace.

scholarly journals Selecting contextually appropriate performance indicators in a circumpolar context: a modified Delphi approach

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Rebecca Rich ◽  
Thomsen D’Hont ◽  
Kellie E. Murphy ◽  
Jeremy Veillard ◽  
Susan Chatwood
Keyword(s):  
Child Health ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Maternity Care ◽  
Cultural Safety ◽  
Determinants Of Health ◽  
Maternal Child Health ◽  
Modified Delphi ◽  
Delphi Approach ◽  
Maternal Child

Abstract Background Meaningful performance measurement requires indicators to be scientifically robust and strategically focused. For many circumpolar states, indicators aligned with national strategies may ignore the priorities of northern, remote, or Indigenous populations. The aim of this project was to identify contextually appropriate performance indicators for maternity care in circumpolar regions. Methods Fourteen maternity care and health systems experts participated in a modified Delphi consensus process. The list of proposed indicators was derived from a previously published scoping review. Fourteen participants rated each proposed indicator according to importance, circumpolar relevance, validity, and reliability and suggested additional indicators for consideration. Results Consensus was achieved after two rounds, as measured by a Cronbach’s alpha of 0.87. Eleven indicators, many of which represented physical health outcomes, were ranked highly on all four criteria. Twenty-nine additional indicators, largely focused on social determinants of health, health care responsiveness, and accessibility, were identified for further research. Travel for care, cultural safety and upstream structural determinants of health were identified as important themes. Conclusions This study identified the important gaps between current performance measurement strategies and the context and values that permeate maternal-child health in circumpolar regions. The indicators identified in this study provide an important foundation for ongoing work. We recommend that future work encompass an appreciation for the intersectoral nature of social, structural, and colonial determinants of maternal-child health in circumpolar regions.

Systematic Approach to Measuring ILI Tool Performance

2014 ◽  
Author(s):  
Sean Keane ◽  
Karmun Cheng ◽  
Kaitlyn Korol
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
New Technologies ◽  
Efficient Reduction ◽  
Tool Performance ◽  
Typical Performance ◽  
Substantial Investment ◽  
Integrity Management ◽  
Insight Into

In-line inspection (ILI) tools play an important role within integrity management and substantial investment is made to continuously advance performance of the existing technologies and, where necessary, to develop new technologies. Performance measurement is typically focused for the purpose of understanding the measured performance in relation to the ILI vendor specification and for the determination of residual uncertainty regarding pipeline integrity. These performance measures may not provide the necessary insight into what type of investment into a technology is necessary to further reduce residual uncertainty regarding pipeline integrity, and beyond that, what investment, as an operator, results in an effective and efficient reduction in uncertainty. The paper proposes a reliability based approach for investigating uncertainty associated with ultrasonic crack ILI technology for the purpose of identifying efficient investment into the technology that results in an effective and measurable improvement. Typical performance measures and novel performance measurement methods are presented and reviewed with respect to what information they can provide to assist in investment decisions. Finally, general observations are made regarding Enbridge’s experience using ultrasonic crack ILI technology and areas currently being investigated.

Public Accountability or Fiscal Control? Benchmarks of Performance in Australian Schooling

1996 ◽  
Vol 40 (1) ◽  
pp. 104-123 ◽  
Author(s):  
Louise Watson
Keyword(s):  
Performance Indicators ◽  
Service Provision ◽  
School Effectiveness ◽  
Measuring System ◽  
Government Schools ◽  
Public Resources ◽  
Government Education ◽  
Efficiency And Effectiveness ◽  
Performance Benchmarks

The Industry Commission review of service provision in school education aims to define performance benchmarks for Australia's eight government education systems, by providing comparative measures of efficiency in education provision. Such benchmarks are likely to lead to a reduction in the level of public resources for government schools unless it is possible to demonstrate the link between expenditure on schooling and school effectiveness. If efficiency audits like the Industry Commission review are to deal with issues of school effectiveness adequately, they should avoid the tendency of previous public sector audits to focus on financial data on schools expenditure to the exclusion of data on student achievement. This paper suggests an approach to measuring system performance which would establish benchmarks that reflected both the efficiency and effectiveness of Australian school systems, and warns against the misuse of performance indicators as an instrument in the determination of funding levels for schools.

Development of an integrated performance measurement framework for lean organizations

2018 ◽  
Vol 29 (1) ◽  
pp. 41-84 ◽  
Author(s):  
Narpat Ram Sangwa ◽  
Kuldip Singh Sangwan
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Manufacturing Process ◽  
Key Performance Indicators ◽  
Supplier Management ◽  
The Body ◽  
Customer Management ◽  
Content Type ◽  
Measurement Framework ◽  
Integrated Performance

Purpose The purpose of this paper is to propose an integrated performance measurement framework to measure the effect of lean implementation throughout all functions of an organization. Design/methodology/approach The paper identifies the seven categories representing all organizational functions. These categories have been divided into 26 performance dimensions and key performance indicators (KPIs) for each performance dimension have been identified to measure lean performance. The interrelationship of each category with lean principles and/or lean wastes has been identified. KPIs are developed on the basis of identified criteria, frequency analysis of existing literature, and discussion with industry professionals. Finally, an integrated performance measurement framework is proposed. Findings The proposed framework evaluates the organization under seven categories – manufacturing process, new product development (NPD), human resource management, finance, administration, customer management, and supplier management. In total, 26 dimensions and 119 key performance indicators have been identified under the seven categories. Research limitations/implications The proposed framework is a conceptual framework and it is to be tested by empirical and cross-sectional studies. Originality/value The main novelty of the research is that the leanness of the organization has been measured throughout the supply chain of the organization in an integrated way. The various areas of measurement are manufacturing process, NPD, finance, administration, customer management, and supplier management. Further, the proposed KPIs are also categorized as qualitative or quantitative, strategic or operational, social or technical, financial or non-financial, leading or lagging, static or dynamic. This paper contributes to the body of knowledge in performance measurement.

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