scholarly journals Performance Indicators Development in Function of Croatian’s Hospitals Efficiency and Quality Monitoring (Note 1)

2016 ◽  
Vol 1 (1) ◽  
pp. 47
Author(s):  
Verica VericaBudimir (Ph.D.) ◽  
Ivana Dražić Lutilsky (Ph.D.) ◽  
Svjetlana Letinić (M.Sc.)
Keyword(s):  
Health Care ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Performance Monitoring ◽  
Healthcare Organizations ◽  
Strategic Objectives ◽  
Measurement Models ◽  
Comparable Performance ◽  
Mutual Comparison ◽  
And Performance

<p><em>The aim of this paper is to explore issues of hospital’s performance indicators development in Croatia. Accepted standards and regulations require defining of key performance and quality indicators of healthcare organizations. Performance indicators are defined at the sector level. Healthcare organizations are obligated to measure and track performance in accordance with the standards of quality assurance in health care and defined strategic objectives. Tracking performance is important for financing of healthcare organizations and performance monitoring of selected institution’s program goals and healthcare system in general.</em><em></em></p><p><em>For hospitals, it is important to monitor and improve the quality. For that purposes they need to develop adequate and comparable performance indicators. In order to create comparable indicators it is necessary to conduct a detailed analysis of performance measurement of related hospitals in Croatia and Europe. The basis for performance measurement is information that institution owns, acquires and processes. In order to be relevant, indicators need quality information basis for their measurement.</em></p><p><em>This paper analyzes the current performance indicators of selected Croatian and European hospitals’ performance measurement models. Based on the analysis, as the result of paper, we propose indicators for one hospital in Croatia. Authors propose a methodology for development of indicators, as well as a way of measuring and monitoring performance. Through a case study, we explore the use of performance indicators in monitoring and improving the quality of hospitals. Special emphasis has been placed on the role of performance indicators in the financing of health care institutions, and mutual comparison of hospitals as the basis for the development and improvement of the institution’s quality. </em></p>

AN 'AMALGAMATED-MODEL' OF PERFORMANCE MEASUREMENT FOR PRIVATE FINANCE INITIATIVE PROJECT IN MALAYSIA

2017 ◽  
Vol 2 (1) ◽  
pp. 19
Author(s):  
Nor Suzila Lop ◽  
Kharizam Ismail ◽  
Haryati Mohd Isa
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Measurement Model ◽  
Project Performance ◽  
Private Finance Initiative ◽  
Private Finance ◽  
Measurement Models ◽  
The Core ◽  
And Performance ◽  
Measurement Approach

In Private Finance Initiative (PFI), payment for services is based on pre­determined standards and performance. Thus, Key Performance Indicators (KP ls) have been used to measure this performance. However, in Malaysia, the absence of an effective KP Is is identified as one of the core criticisms for measuring the PFI projects performance. Therefore, two objectives are established which are; to investigate the implementation of various PFI performance measurement models across the globe and how these models can be adopted within PFI in the Malaysia s context. Finally, an 'Amalgamated-Model' of Performance Measurement approach for PFI Project in Malaysia is proposed for measuring the project performance. The outcomes of this research can serve as a theoretical base for the improving performance measurement model in monitoring and measuring PPP projects performance in Malaysia. 

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.

Supply Chain Performance Measurement and Organizational Alignment in the Digital World

2019 ◽  
pp. 128-154
Author(s):  
Ehap Sabri ◽  
Rohan Vishwasrao
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Maturity Model ◽  
Maturity Models ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Digital World ◽  
Road Map ◽  
And Performance

The authors describe how organizations can leverage the maturity model approach in conjunction with foundational concepts of perspective-based performance evaluation models like the balanced scorecard (BSC) to define a comprehensive performance measurement framework. A maturity model by design provides a road-map to the next level of performance. In this chapter, the authors propose using maturity models as a structured way of identifying current capability or maturity level of any supply chain. The authors provide guidance on selecting the right “causal linkages” between supply chain objectives and performance measures. They then define a mechanism for specifying even more granular definitions of measures linked to strategic objectives, as the level of maturity progresses. In this chapter, the authors survey widely used supply chain/business process maturity models and current practices related to measuring operational metric. And then present a tiered framework for operational metric alignment and KPI governance based on perspective-based modeling design principles.

scholarly journals Measuring the performance of interprofessional primary health care teams: understanding the teams perspective

2019 ◽  
Vol 20 ◽  
Author(s):  
Catherine Donnelly ◽  
Rachelle Ashcroft ◽  
Amanda Mofina ◽  
Nicole Bobbette ◽  
Carol Mulder
Keyword(s):  
Primary Care ◽  
Health Care ◽  
Primary Health Care ◽  
Performance Measurement ◽  
Collaborative Care ◽  
Performance Indicators ◽  
Interprofessional Collaboration ◽  
Health Care Teams ◽  
Primary Health ◽  
Care Models

Abstract Aim: The aim of the study was to describe practices that support collaboration in interprofessional primary health care teams, and identify performance indicators perceived to measure the impact of this collaboration from the perspective of interprofessional health providers. Background: Despite the surge of interprofessional primary health care models implemented across Canada, there is little evidence as to whether or not the intended outcomes of primary health care teams have been achieved. Part of the challenge is determining the most appropriate measures that can demonstrate the value of collaborative care. To date, little remains known about performance measurement from the providers contributing to the collaborative care process in interprofessional primary care teams. Having providers from a range of disciplinary backgrounds assist in the development of performance measures can help identify measures most relevant to demonstrate the value of collaborative care on the intended outcomes of interprofessional primary care models. Methods: A qualitative study; part of a larger mixed methods developmental evaluation to examine performance measurement in interprofessional primary health care teams. A stakeholder workshop was conducted at an annual association meeting of interprofessional primary health care teams in the province of Ontario, Canada. Six questions guided the workshop groups and participant responses were documented on worksheets and flip charts. All responses were collected and entered verbatim into a word document. Qualitative analytic strategies were applied to each question. Findings: A total of 283 primary health care providers from 14 health professions working in interprofessional primary health care teams participated. Top three elements of interprofessional collaboration (total n = 628) were communication (n = 146), co-treatment (n = 112) and patient-based conferences (n = 81). Top three performance indicators currently used to demonstrate the value of interprofessional collaboration (total n = 241) were patient experience (n = 71), patient health status (n = 35) and within team referrals (n = 30).

Relations among Measures, Climate of Control, and Performance Measurement Models

2007 ◽  
Vol 24 (3) ◽  
pp. 935-982 ◽  
Author(s):  
Mary Malina ◽  
Hanne Nørreklit ◽  
Frank Selto
Keyword(s):  
Performance Measurement ◽  
Measurement Models ◽  
And Performance

scholarly journals Performance Measurement of Academic Information Systems using Performance Prism and ISO/IEC 25010

The Winners ◽  
2020 ◽  
Vol 21 (2) ◽  
Author(s):  
Liulliyah Liulliyah ◽  
Apol Pribadi Subriadi
Keyword(s):  
Information Systems ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Research Approach ◽  
System Quality ◽  
Performance Information ◽  
Existing Problems ◽  
Measurement Models ◽  
Action Research Approach ◽  
Academic Information

The aim of the research was to measure system performance information in terms of system quality using the ISO/IEC 25010 model and involve stakeholders using the Performance Prism (PP) model. The research applied an action research approach where researchers developed performance measurement models and solved existing problems. The research produced 41 performance indicators, which were used to measure academic information system. The results in general academic information systems have a performance value of 5,522.

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.

Behavioral-Economic Nudges and Performance Measurement Models

2014 ◽  
Vol 27 (1) ◽  
pp. 27-45 ◽  
Author(s):  
Mary A. Malina ◽  
Frank H. Selto
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Empirical Support ◽  
Measurement Model ◽  
Data Availability ◽  
Behavioral Economic ◽  
The Balanced Scorecard ◽  
Measurement Models ◽  
Economic Framework ◽  
And Performance

ABSTRACT We describe the context wherein a Fortune 500 company's performance measurement model (PMM) has endured and evolved over a 15-year period. The PMM's tenure and continued importance refute the alleged faddish nature of PMMs such as the Balanced Scorecard, at least in this case, and allow identification of factors that add to theory about PMM longevity. We use a behavioral-economic framework and qualitative and quantitative data to examine the mechanisms behind this successful PMM. Aspects of the way the PMM is designed and implemented appear to enable the company using the PMM to exploit or mitigate common behavioral heuristics and biases in decision-making. The PMM helps manage cognitive load in a way that is consistent with the company's priorities, and it manages biases by allowing the company to frame performance information in ways that nudge managers toward strategically important results and risks. The behavioral-economic connection might be a reason why this PMM, and perhaps others, endures. Thus, this study adds to and presents preliminary empirical support for testable behavioral-economic PMM theory. Data Availability: Use of all data collected for this study is regulated by a strict nondisclosure agreement, which requires the researchers to protect the company's identity and its proprietary information.

Best Practices in Local Government Wellness Programs: The Benefits of Organizational Investment and Performance Monitoring

2016 ◽  
Vol 39 (1) ◽  
pp. 24-45 ◽  
Author(s):  
Meghna Sabharwal ◽  
L. Douglas Kiel ◽  
Imane Hijal-Moghrabi
Keyword(s):  
Health Care ◽  
Local Government ◽  
Best Practices ◽  
Health Care Costs ◽  
Performance Monitoring ◽  
Wellness Programs ◽  
Workplace Wellness ◽  
Workplace Wellness Programs ◽  
And Performance ◽  
Care Costs

Over the last 25 years, municipal governments responded to an environment of increasing health care costs by implementing workplace wellness programs. Research reveals that workplace wellness programs can produce performance benefits ranging from reduced health care costs to productivity improvements. However, there is no systematic study of local government wellness programs that identifies the practices that produce cost reductions and productivity improvements. This article presents the results of a national survey of wellness programs in U.S. municipalities. We develop an index of program success using performance data from our sample. Statistical analysis reveals that targeted investments and performance monitoring, at both the individual and program level, serve to reduce costs and improve employee productivity. This research, thus, provides evidence for best practices in local government wellness programs. Given the array of potential benefits of wellness programs and the locus of employers in the provision of health care benefits, it is necessary to further investigate wellness programs in U.S. local governments.

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