A Power and Performance Management Framework for Virtualized Server Clusters

2011 ◽  
Author(s):  
Yongqiang Gao ◽  
Zhengwei Qi ◽  
Yubin Wu ◽  
Rui Wang ◽  
Liang Liu ◽  
...  
Keyword(s):  
Performance Management ◽  
Management Framework ◽  
And Performance ◽  
Server Clusters

scholarly journals Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

2016 ◽  
Vol 11 (9) ◽  
pp. 192
Author(s):  
Jane Sang ◽  
Michael Korir ◽  
Bob Wishitemi
Keyword(s):  
Performance Management ◽  
Leadership Style ◽  
Balanced Score Card ◽  
Management Framework ◽  
Performance Framework ◽  
Score Card ◽  
Employee Relationship ◽  
And Performance ◽  
The Balanced Score Card ◽  
Card Model

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.

scholarly journals Sustainability Performance Management Framework for Circular Economy Implementation in State-Owned Plantation Enterprises

2022 ◽  
Vol 14 (1) ◽  
pp. 482
Author(s):  
Erlin Trisyulianti ◽  
Budhi Prihartono ◽  
Made Andriani ◽  
Kadarsah Suryadi
Keyword(s):  
Performance Management ◽  
Circular Economy ◽  
Management System ◽  
Secondary Data ◽  
Primary Data ◽  
Performance Management System ◽  
Strategic Objectives ◽  
Management Framework ◽  
Sustainable Performance ◽  
And Performance

The circular economy concept needs to be part of the performance management system so that it is in line with a company’s vision and mission. Thus, the circular economy will play an important role at the operational level of companies. The circular economy needs to be internalized, starting by formulating the company’s vision and mission, establishing strategic objectives and performance indicators, and creating resource allocation policies. This research aims to design a sustainable performance management system in the context of a circular economy for state-owned plantation enterprises (SOPEs). This study used a qualitative research coding method that was validated in three SOPEs in Indonesia. Validation was performed by comparing the framework based on the conceptual formulation with the data and information obtained during field assessment. Primary data came from interviews with 15 managers, while secondary data came from official company documents. The research results show that the initial framework that was built is in accordance with the results of the exploration of the circular economy strategic objectives in the three SOPEs. The results of the 100 percent validation and perception test of managers on the range of values are important. Therefore, the proposed framework can be used in SOPE.

scholarly journals THEORETICAL ASPECTS OF MEASUREMENT AND MANAGEMENT OF COMPANY'S PERFORMANCE

2015 ◽  
Vol 1 (7) ◽  
pp. 74 ◽  
Author(s):  
Inta Kotāne
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Theoretical Investigation ◽  
Research Method ◽  
Extensive Study ◽  
Scientific Publications ◽  
Management Framework ◽  
Descriptive Research ◽  
And Performance ◽  
Broad Interpretation

The concept of performance is one of the most important categories of economic analysis, it has been extensively used and it has a broad interpretation. To describe the concept of performance, the related words are used, linked by the noun “performance”: performance management, performance measurement, and performance assessment. In Latvia, these concepts have not been analysed and assessed; therefore, there is a necessity to carry out a theoretical investigation into the concept of performance as well as the concept of performance measurement and management. The research is based on the analysis of foreign scientific publications and special literature devoted to the concept of performance and issues of performance measurement and management. The aim of the research is to carry out a theoretical investigation into company’s performance and performance measurement and management General research methods are employed in this research: the monographic or descriptive research method, the comparative research method, carrying out exploration of the concepts “performance” and “performance measurement and management framework”, based on the extensive study of literature. As a result of the research, the investigation into the concept of performance has been carried out, systematization of the performance measurement and management frameworks and systematization of the small and medium-sized companies’ performance measurement and management frameworks have been performed.

Power and Performance Management of GPUs Based Cluster

2012 ◽  
Vol 2 (4) ◽  
pp. 16-31 ◽  
Author(s):  
Yaser Jararweh ◽  
Salim Hariri
Keyword(s):  
Power Consumption ◽  
Performance Management ◽  
High Performance ◽  
Peak Performance ◽  
Gpu Cluster ◽  
Management Framework ◽  
High Productivity ◽  
Computing Industry ◽  
And Performance ◽  
Performance Computing

Power consumption in GPUs based cluster became the major obstacle in the adoption of high productivity GPU accelerators in the high performance computing industry. The power consumed by GPU chips represent about 75% of the total GPU based cluster power consumption. This is due to the fact that the GPU cards are often configured at peak performance, and consequently, they will be active all the time. In this paper, the authors present a holistic power and performance management framework that reduces power consumption of the GPU based cluster and maintains the system performance within an acceptable predefined threshold. The framework dynamically scales the GPU cluster to adapt to the variation of incoming workload’s requirements and increase the idleness of the of GPU devices, allowing them to transition to low-power state. The proposed power and performance management framework in GPU cluster demonstrated 46.3% power savings for GPU workload while maintaining the cluster performance. The overhead of the proposed framework is insignificant on the normal application\system operations and services.

Integrated Electronic HEI Performance Management

2021 ◽  
pp. 1108-1131
Author(s):  
Teay Shawyun
Keyword(s):  
Performance Management ◽  
Information Management ◽  
Student Development ◽  
Operational Parameters ◽  
Quality Management Systems ◽  
Management Framework ◽  
Quality Planning ◽  
Organizational Planning ◽  
And Performance

HEI organizational planning, quality, and information management seem three distinct and disjointed disciplines. A formidable intertwined troika can underscore the strong successful management of HEI performance. QPIT (Quality, Planning, Information Troika) operational parameters are: (1) strategic, tactical and operation planning management of planning; (2) quality assurance management of teaching & learning; student development, learning resources, IT, infrastructure, financials, HR, research and societal responsibilities affecting student effectiveness; (3) ICT information management seamlessly integrating planning and quality management systems through BI tools data analytics for performance management. For improved productivity and performance, this paper proposes a holistic integrated electronic HEI performance management framework based on the integrated QPIT Framework. A university case study illustrates the electronic integration of e-PMS (Performance Management System underscoring HEI quality-accreditation-information-planning-performance management.

Coordinating Power Control and Performance Management for Virtualized Server Clusters

2011 ◽  
Vol 22 (2) ◽  
pp. 245-259 ◽  
Author(s):  
Xiaorui Wang ◽  
Yefu Wang
Keyword(s):  
Power Control ◽  
Performance Management ◽  
And Performance ◽  
Server Clusters

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.

The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery

2020 ◽  
Author(s):  
Cody A Drolc ◽  
Lael R Keiser
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
Fixed Effects ◽  
Poor Performance ◽  
Central Component ◽  
State Agencies ◽  
Public Programs ◽  
And Performance ◽  
Fixed Effects Regression ◽  
Social Security Disability

Abstract Government agencies often encounter problems in service delivery when implementing public programs. This undermines effectiveness and raise questions about accountability. A central component of responsiveness and performance management is that agencies correct course when problems are identified. However, public agencies have an uneven record in responding to problems. In this paper we investigate whether, and to what extent, capacity both within the agency and within institutions performing oversight, improves agency responsiveness to poor performance indicators. Using panel data on eligibility determinations in the Social Security Disability program from U.S. state agencies from 1991-2015 and fixed effects regression, we find that indicators of agency and oversight capacity moderate the relationship between poor performance and improvement. Our results suggest that investments in building capacity not only within agencies, but also within elected institutions, are important for successful policy implementation. However, we find evidence that while agency capacity alone can improve responsiveness to poor performance, the effect of oversight capacity on improving performance requires high agency capacity.

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