Performance Measurement and Quality Assurance Applications for Passenger Rail Planning

2017 ◽  
Author(s):  
Benjamin R. Sperry ◽  
Curtis A. Morgan
Keyword(s):  
Quality Assurance ◽  
Performance Measurement ◽  
Performance Management ◽  
Planning Process ◽  
Service Planning ◽  
Quality Assurance Program ◽  
Performance Measurement System ◽  
Passenger Rail ◽  
Wide Range ◽  
A Performance

In recent decades, many transportation agencies have adopted a performance-based strategy for developing and supporting decisions related to transportation planning. Recent Federal legislation related to intercity passenger rail planning and development has adopted numerous provisions that emphasize the role of performance measurement throughout the process. This paper reports the findings of a comprehensive synthesis of performance measurement and quality assurance techniques for intercity passenger rail service planning and development. A performance-based process can support planning and decision-making for a wide range of activities including statewide rail planning, rail corridor planning, and management of existing services. For statewide planning purposes, a performance measurement system can be used to prioritize specific intercity corridors for detailed feasibility study. For existing rail services, a performance-based process can be used to establish performance targets related to operational and customer service aspects, measure progress toward these targets, and develop strategies to achieve desired results. A regular “quality assurance” program can also be used to maintain accountability for service operators and correct deficiencies in service delivery for existing routes. States and other entities involved with the passenger rail planning process will benefit from the findings of this synthesis by providing insight into the “ideal” performance management strategy.

scholarly journals If Transparency in Performance Measurement Becomes Mandatory: Towards Better Accountability?

2018 ◽  
Vol 13 (7) ◽  
pp. 58
Author(s):  
Elisa Bonollo
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Public Organizations ◽  
Performance Measurement System ◽  
Public Healthcare ◽  
Public Performance ◽  
Healthcare Organizations ◽  
Programming Tool ◽  
Legal Obligations ◽  
A Performance

In most industrialized countries (including Italy), the increasing financial pressure on public organizations and the need for accountability have led to renewed attention on measuring public performance. In Italy, in 2009, the Legislative Decree 150 mandated all public organizations to introduce a ‘performance management cycle’ and publish a performance plan (a multi-year programming tool), a performance report (regarding the results obtained), and a document formalizing the model, the phases, and the timing of the adopted performance measurement system. This paper aims to understand whether transparency obligations in performance measurement correspond to a higher degree of accountability for stakeholders or whether they create greater bureaucracy. This study focuses on Italian public healthcare organizations since they need to be much more accountable towards their stakeholders on the results obtained in comparison to other public organizations. The empirical analysis conducted shows that the legal obligations for transparency in performance measurement are still important in a country with civil law like Italy—but they are not sufficient for improving accountability for stakeholders.

scholarly journals The development of a performance measurement system for indirect procurement: a Delphi study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michail Darom ◽  
Eoin Plant
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Measurement System ◽  
Delphi Study ◽  
Mission Statement ◽  
Middle Eastern ◽  
Performance Measurement System ◽  
Management Approach ◽  
Content Type ◽  
A Performance

Purpose This study aims to address the current gap in knowledge of indirect procurement performance management. It attempts to argue the need for a specific and tailored performance management approach for the indirect procurement function that incorporates a balanced approach, beyond financial measures. Design/methodology/approach The case study approach evaluated key performance indicators from a balanced scorecard (BSC) perspective in the development of a performance measurement system (PMS) for a Middle Eastern university’s indirect procurement division. It initially reviewed the literature to assess potential indicators for this context. It used vision and mission statement analysis alongside expert interviews to augment the literature. The candidate indicators were then evaluated and ranked by an expert panel through applying a four-round Delphi technique. Findings Twenty-nine procurement-specific indicators are suggested in a BSC framework. The five highest-ranked indicators were not in the financial perspective unlike other BSC studies in the broader field of supply chain management (SCM). Practical implications The study suggests a framework and indicators for a procurement PMS for practitioners to consider. It also highlights there is no one-size-fits-all and that organisations need to tailor PM to the organisation and divisional strategy and operational needs. This study aids the development of guidelines for executives and procurement management that wish to develop indicators and a PMS. Originality/value This study contributes to knowledge by partly addressing the under-researched field of indirect procurement PM. The literature suggested that various roles in SCM require specific PM indicators. This study puts forward a BSC framework with 29 indicators specifically for indirect procurement. Fourteen of these indicators were derived from non-literature sources. This study enhances knowledge and contributes to the limited debate and evidence on indirect procurement PM and the broader PM literature.

A Performance Measurement System to Support Materials Management in Engineer-to-Order Companies

2014 ◽  
Vol 1039 ◽  
pp. 569-576 ◽  
Author(s):  
Børge Sjøbakk ◽  
Oksana Bondarenko ◽  
Tara Kamran
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Measurement System ◽  
Management Practice ◽  
Performance Measurement System ◽  
Materials Management ◽  
Support Materials ◽  
Engineer To Order ◽  
And Performance ◽  
A Performance

Materials management is one of the most important and critical processes within production planning and control in engineer-to-order (ETO) companies. To bring attention to this activity, ETO companies may benefit from a performance measurement system (PMS) that systematically monitors how well the activity is carried out. However, limited literature specifically addressing performance measurement in ETO has been identified. As a response to this, literature on ETO and performance management and –measurement has been reviewed and discussed in order to propose a PMS for measuring materials management performance in ETO. The research provides a basis for further studies on the topic, and the proposed PMS could be used by managers in ETO companies to assess and improve their materials management practice.

scholarly journals Formulating A Performance Measurement System using Balanced Score Card in Islamic Philanthropy Institutions

2017 ◽  
Vol 36 ◽  
pp. 00023
Author(s):  
A’ieshah Abdullah Sani ◽  
Amilia Saidin ◽  
Khair Syakira Bustamam ◽  
Siti Azrina Adanan ◽  
Khairunnisa Abd Samad
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Balanced Score Card ◽  
Score Card ◽  
A Performance

scholarly journals THE RELATIONSHIP BETWEEN THE USE OF A PERFORMANCE MEASUREMENT SYSTEM, ORGANIZATIONAL FACTORS, ACCOUNTABILITY, AND THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS

2016 ◽  
Vol 31 (1) ◽  
pp. 1 ◽  
Author(s):  
Muhammad Ahyaruddin ◽  
Rusdi Akbar
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Positive Association ◽  
Organizational Factors ◽  
Performance Measurement System ◽  
Management Commitment ◽  
Public Sector Organizations ◽  
A Performance

This research studies the accountability and performance of public sector organizations. It provides empirical evidence about the relationship between the use of a performance measurement system and the organizational factors of accountability and organizational performance. We investigate the three roles of a performance measurement system (its operational use, incentive use, and exploratory use), and three organizational factors (contractibility, the legislative mandate, and management commitment). A mixed method approach with squential explanatory design was used to answer the research question. The hyphoteses testing used Structural Equation Modelling-Partial Least Square (SEM-PLS). Our findings were based on survey data from 137 SKPD officers in the local government of Yogyakarta Province, and showed that management commitment had a positive association with accountability and organizational performance. We also found a positive association between the legislative mandate and accountability. However, this research did not find any significant association among the three roles of the performance measurement system with accountability and organizational performance. Based on the institutional theory, our findings show substantial contributions by the institutional isomorphism, which was used in an appropriate manner to explain the context of public sector organizations, especially in the local government of Yogyakarta Province.Keywords: the use of performance measurement system, organizational factors, accountability, mixed method

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