scholarly journals Experience, use, and performance measurement of the Hadoop File System in a typical nuclear physics analysis workflow

2014 ◽  
Vol 523 ◽  
pp. 012006 ◽  
Author(s):  
E Sangaline ◽  
J Lauret
Keyword(s):  
Performance Measurement ◽  
Nuclear Physics ◽  
File System ◽  
Analysis Workflow ◽  
And Performance

Rancangan Sistem Pengukuran Kinerja Berbasis Human Resource Scorecard Pada Universitas Muhammadiyah Luwuk

2020 ◽  
Vol 10 (1) ◽  
pp. 63-71
Author(s):  
Nurhaeda Abbas ◽  
Anggraini Sukmawati ◽  
Muhammad Syamsun
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Measurement System ◽  
Group Discussions ◽  
Strategic Objectives ◽  
Depth Interview ◽  
And Performance ◽  
The Right ◽  
Hierarchy Process ◽  
The Relationship

Today the performance measurement of Muhammadiyah Luwuk uUniversity’s performance has not formulated yet based on University’s vision and mission. It will affect the strategic steps needed and performance improvement efforts in the future.  Human resource scorecard is the right system to be applied in Muhammadiyah Luwuk University. The purpose of this study is to designed a performance measurement system at Muhammadiyah Luwuk University using the Human Resource Scorecard with four perspectives: stakeholder, academic management and kemuhammadiyaan, operational and innovation, as well as and learning. Data was analyzed by analytical hierarchy process method. This research was conducted by distributing questionnaires, focus group discussions and in-depth interview with stakeholders at Muhammadiyah Luwuk University. The results showed that there were 14 strategic objectives and 33 key performance indicators to be achieved by the priority objectives, which are: empowerment and development of faculty, increased administrative process quality, improved sound budget performance and, improvement of the relationship with stakeholders.

The 14th Annual AMSE Conference

1988 ◽  
Vol 5 (2) ◽  
pp. 311
Author(s):  
Mozaffar Partowmah
Keyword(s):  
North America ◽  
Nuclear Physics ◽  
Agricultural Research ◽  
Social Scientists ◽  
Electronic Engineering ◽  
Student Paper ◽  
Long Time ◽  
Continuous Support ◽  
And Performance ◽  
Sizable Number

The 14th Annual Conferknce of the Association of Muslim Scientistsand Engineers (ASME) was held during the weekend of qufur 2628,1409/0ctober 7-9, 1988, at the Islamic Center of North America in Plainfield,Indiana. Papers presented at the Conference dealt with a variety of subjectsranging from agriculture and health sciences to car manufacturing tips,computers, industrial, civil and electronic engineering, as well as resourcemanagement and organizational behavior.Members of the AMSS (Association of Muslim Social Scientists) whoattended the AMSE Conference, participated in the sessions with undividedattention. Dr. AbdulHamid AbuSulayman, the AMSS President, in his banquetspeech, stressed the need for an active AMSE that will eventually attracta more sizable number of Muslims in North America and coordinate theirscientific efforts for their common benefit.In a session entitled “Technology Transfer,” the Japanese and Koreanapproaches were contrasted with the Muslim world approach. A highlightof the Conference was the announcement of the A1 Khwarazmi Award thatthe AMSE will award annually to a distinguished Muslim scientist or engineer.The first Al Khwarazmi Award went to Dr. M.A.K. Lodhi of Texas A&MUniversity in appreciation of his continuous support for Muslim studentsand his long-time involvement in the AMSE in addition to his scientific interestand achievements in nuclear physics and field theory.The Best Student Paper Award went to the following: 1) Abdullah M.Elramsisi of Rochester Hill, Michigan for his paper “On Model-based ImageRestoration and Performance Evaluation;” and 2) Khatib Rajab of Morgantown,West Virginia for his paper on “Agricultural Research Needs and Prioritiesin Zanzibar as perceived by Administrators and Extension Workers.”Copies of all of the presented papers were distributed at the Conferenceand will be ppblished in the conference proceedings. Preprints and reprintsmay be obtained by writing to the AMSE office at P.O. Box 38, Plainfield,Indianna, 46168 ...

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

scholarly journals A comprehensive KPI network for the performance measurement and management in global production networks

2021 ◽  
Author(s):  
B. Verhaelen ◽  
F. Mayer ◽  
S. Peukert ◽  
G. Lanza
Keyword(s):  
Performance Measurement ◽  
Corporate Strategy ◽  
Performance Indicator ◽  
Production Network ◽  
Manufacturing Companies ◽  
Production Networks ◽  
Global Production Networks ◽  
Performance Review ◽  
And Performance ◽  
Corporate Level

AbstractThe trend of globalization has led to a structural change in the sales and procurement markets of manufacturing companies in recent decades. In order not to be left behind by this change, companies have internationalized their production structures. Global production networks with diverse supply and service interdependencies are the result. However, the management of global production networks is highly complex. Key performance indicator (KPI) networks already exist at the corporate level and site level to support the management of complex systems. However, such KPI networks are not yet available to support the management of entire production networks. In this article, a KPI network for global production networks is presented, which links the key figures of the site level and the corporate level. By integrating both levels into a comprehensive KPI network, cause and effect relationship between the production-related KPIs and the strategic KPIs of a corporate strategy become transparent. To this end, this KPI network is integrated into a Performance Measurement and Management (PMM) methodology. This methodology consists of three phases: performance planning, performance improvement, and performance review. For testing the practical suitability, the PMM methodology is applied to the production network of an automotive supplier using a simulation model to estimate the effects of proposed improvement actions of the methodology.

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