scholarly journals Development of the Organization's Key Performance Indicators System in Order to Improve the Effectiveness of Its Human Capital and Risk Management

TEM Journal ◽  
2021 ◽  
pp. 298-302
Author(s):  
Rushan N. Zaripov ◽  
Ilnur M. Murakaev ◽  
Anatoly V. Ryapukhin
Keyword(s):  
Risk Management ◽  
Human Capital ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
The Status ◽  
Standard Operations

In this article, the issues of improving management mechanisms, assessing and identifying the risks of an economic entity's activities by monitoring and analyzing the levels of human capital and the potential of its employees are considered. There is a hypothesis about the existing fundamental tendency of changing the status of employee of organization from the performer of standard operations to the creator of the product and associated risks. A mechanism is proposed for applying a system of key performance indicators (KPI) to assess the levels of human capital and potential in order to manage the production stability and competitiveness of organization, as well as to identify and assess the risks of its activities in time.

The Role of Human Capital in Shaping Innovation Processes

2015 ◽  
Vol 3 (2) ◽  
pp. 13-15
Author(s):  
Быкова ◽  
Marina Bykova
Keyword(s):  
Human Capital ◽  
Organizational Development ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Production Level ◽  
Human Capital Development ◽  
Capital Development ◽  
Innovation Processes

The paper analyzes factors, responsible for shaping the organizational human capital, and highlights the interrelation between these factors and tendencies, affecting the key performance indicators of an organization. Specific features of the human capital development are identified, and different views on the “human capital” concept are considered. Further, the author analyzes the interrelation between human capital and production level. The role of human capital in the organizational development and in shaping its innovation processes are also defined.

scholarly journals Human Capital Reporting and its Linkage with Key Performance Indicators of Companies: Evidence from Estonian Companies Listed on Nasdax OMX Baltic

2015 ◽  
Vol 4 (4) ◽  
pp. 48-57
Author(s):  
Emilia Startseva ◽  
Natalja Gurvitš ◽  
Inna Sidorova
Keyword(s):  
Human Capital ◽  
Performance Indicators ◽  
Key Performance Indicators

scholarly journals INTEGRATION OF PLANNING SYSTEMS WITH RISK MANAGEMENT SYSTEMS ON LARGE ENTERPRISES

2019 ◽  
Vol 10 (2) ◽  
pp. 122-133
Author(s):  
Yu. V. Trifonov ◽  
S. M. Brykalov ◽  
V. Yu. Trifonov
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Performance Indicators ◽  
System Integration ◽  
Management System ◽  
Key Performance Indicators ◽  
Nuclear Industry ◽  
Management Systems ◽  
Industrial Enterprises ◽  
Risk Management System

The article describes the strategic management methodology based on the use of key performance indicators system, recommendations for its further development are given. The necessity of integration above-mentioned methodology with the methodology of risk management systems is justified for large companies. The main conceptual states and stages of key performance indicators system and risk management system integration are given. Integration processes are illustrated by the example of a particular large company.Conceptual states and integration stages of  key performance indicators system with risk management system are considered. Specific organizational and technical measures for implementation of above-mentioned systems  at the nuclear industry enterprises are described as well. Key performance indicators for risk management system are proposed to be laid for introducing enterprises’  performance management.The results of theoretical and empirical research, the described tools and approaches can be used in other industrial enterprises, regardless of their business.

scholarly journals Construction Portfolio Performance Management Using Key Performance Indicators

2018 ◽  
Vol 10 (2) ◽  
pp. 85-101 ◽  
Author(s):  
Mohsen Shahandashti ◽  
Baabak Ashuri ◽  
Ali Touran ◽  
Reza Masoumi ◽  
Edward Minchin
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Portfolio Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Research Community ◽  
Portfolio Performance ◽  
Relative Importance ◽  
Structured Interviews ◽  
Fact Finding

The purpose of this study is to determine the relative importance of key results areas (KRAs) and develop key performance indicators (KPIs) for construction portfolio performance management. The research methodology consists of the following steps: (1) Designing and conducting a fact-finding survey of owners and contractors to determine the relative importance of KRAs; (2) Designing and conducting structured interviews to develop KPIs; and (3) Assessing the usefulness of the results. Unlike the literature that has consistently highlighted the importance of risk management for construction portfolio performance management, risk management is not among top five KRAs (schedule, cost, cash flow, change management and safety) identified in the survey. This represents the significant gap in how research community and industry look at portfolio performance management. When it comes to dashboard development, contractors and owners have different KRAs within their dashboard for portfolio management. The limited knowledge about the relative importance of KRAs is one of the most important barriers towards managing project portfolios. This study is the first attempt to critically examine the literature and practice of construction portfolio performance management in order to highlight noteworthy differences between KRAs studied by the research community and implemented by the industry.

Human capital risk management: Models and applications

2009 ◽  
Author(s):  
Seymour Adler
Keyword(s):  
Risk Management ◽  
Human Capital ◽  
Management Models

Evaluation of the e-Invoicing Impacts through a set of Key Performance Indicators

2015 ◽  
pp. 9-21 ◽  
Author(s):  
Francesco Bellini ◽  
Fabrizio D'Ascenzo
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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