scholarly journals Key Performance Indicators in the Process of Performance Evaluation Selected Approaches

2017 ◽  
Vol 2 (4) ◽  
pp. 17
Author(s):  
Peter Dorcak ◽  
Peter Markovic ◽  
Nella Svetozarovova ◽  
Frantisek Pollak
Keyword(s):  
Performance Evaluation ◽  
Performance Management ◽  
Performance Indicators ◽  
Fundamental Problem ◽  
Key Performance Indicators ◽  
Evaluation Methods ◽  
Assessment Tools ◽  
Performance Measurement System ◽  
Substantial Part ◽  
Underlying Assumption

Performance management at individual level requires a systematic approach for evaluating the work and expectations, supporting such efforts of employees by providing evaluation and feedback in the form of the subsequent implementation of the appropriate corrections, while rewarding. One of the strategic assessment tools of performance management in organizations are key performance indicators (KPI) and the underlying assumption that the selected indicators can be measured or quantified. However, the fundamental problem of any performance measurement system is it´s correct assessment.  Based on this interpretation, the aim of the article is to analyze the statistically significant association between the application of performance evaluation methods in terms of the degree of KPIs implementation in organizations. For the purposes of assessing the afore mentioned relationship we have specified a set of fourteen most used evaluation methods which were then subjected to testing by Chi-square test of independence, which has been applied. To simplify and reduce the original amount of data, while maintaining a substantial part of the information, the analysis applied the multivariate statistical method of factor analysis. The research sample consists of small, medium and large organizations operating at the local, but also multinational level. The examined relationship was verified. Based on this, it can be stated that we need KPIs to make a complex picture of what organizations really need and how to achieve the set objectives.

scholarly journals Performance Evaluation of PT. Bank Mandiri Tbk based on Balanced Scorecard Method

2021 ◽  
Vol 8 (11) ◽  
pp. 175-190
Author(s):  
Harwin Wardhana Dirapradja ◽  
Arief Daryanto ◽  
Lukman M. Baga
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Group Discussion ◽  
Key Performance Indicators ◽  
Point Of View ◽  
Performance Measurement System ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Competing companies not only increase in terms of the number of competitors, but also in terms of the intensity of competition. Today many companies use traditional measurement systems, in such systems there are still shortcomings in providing the information needed to measure and manage all the competencies that can trigger a company's competitive advantage. Given the current business competition environment that is so tight, Bank Mandiri certainly needs a precise performance measurement system that can provide a point of view on the business as a whole in order to compete and even excel in competition. Considering this background, the objectives of this study are: (1) Analyze Bank Mandiri's performance with balanced scorecard concept which includes financial perspective, customer perspective, internal business process perspective, and learning and growth perspective (2) Analyze the factors that must be considered in order to improve the performance of Bank Mandiri (3) Formulate strategic components (vision, mission, policy, and strategic steps) taken by Bank Mandiri. This study employed the descriptive with guided group discussion, in-depth interviews and using Balanced Scorecard analysis. The result showed that, the process of alignment vision to mission, mission to goal, goals to key performance indicators is aligned. The design of the performance-boosting strategy with the Balanced Scorecard approach on Bank Mandiri resulted in 7 strategy objectives and 12 key performance indicators classified into four Balanced Scorecard perspectives. In the formulation of Bank Mandiri's strategy map, customer perspective is at the top, the second position is process perspective, the third position there is people perspective, and at the lowest position there is financial perspective. Keywords: Balanced Scorecard, Bank Mandiri, Formulate Strategic, Performance Evaluation.

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.

scholarly journals IT Effect Assessment for Non-profit Organization

2019 ◽  
Vol 8 (4) ◽  
pp. 8854-8858
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Federal State ◽  
Non Profit ◽  
Core Business ◽  
The Core ◽  
Commercial Activities ◽  
Non Profit Organizations

The article is devoted to assessing the effect of the implementation of information technologies in non-profit organizations. The purpose of the assessment is to evaluate the effect of IT implementation and its impact on key performance indicators of an organization. The indicators characterizing the results of the organization’s activities in accordance with the State Assignment and the results of commercial activities were used as the key performance indicators. For federal state budget NPOs, it has been shown that a positive IT effect for auxiliary business processes does not directly ensure positive performance indicators for the core business processes. Hidden effects of the use of IT were assessed by changes of the indicators of the core business processes. Performance indicators characterizing the results of commercial activities may demonstrate a negative effect. Understanding the specifics of non-profit organizations, as well as metrics and performance parameters characterizing the effectiveness of such organizations, is important to ensure a correct approach to the digitalization of business processes and their performance management.

Key Performance Indicators and Information Flow

2011 ◽  
pp. 2808-2828
Author(s):  
Alexander Berler ◽  
Sotiris Pavlopoulos ◽  
Dimitris Koutsouris
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Information Flow ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Medical Community ◽  
Digital Radiology ◽  
Electronic Healthcare Record ◽  
Medical Sector ◽  
Balanced Scorecards

It is paradoxical that, although several major technological discoveries such as Magnetic Resonance Imaging and Nuclear Medicine and Digital Radiology, which facilitate improvement in patient care, have been satisfactorily embraced by the medical community, this has not been the case with Healthcare Informatics. Thus, it can be argued that issues such as Data Management, Data Modeling, and Knowledge Management have a long way to go before reaching the maturity level that other technologies have achieved in the medical sector. This chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators in healthcare systems. By assessing both balanced scorecards and quality assurance techniques in healthcare, it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery.

Key Performance Indicators for the Organized Farm Products Retailing in India

2017 ◽  
pp. 1316-1329
Author(s):  
Rajwinder Singh ◽  
Ajit Pal Singh ◽  
Bhimaraya A. Metri
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Volume Flexibility ◽  
Farm Production ◽  
Product Personality ◽  
Cost Distribution ◽  
Livestock Products ◽  
Agriculture Products

The Non-livestock products include Horticulture products (flowers, fruits, nuts, vegetables and medicinal plants) and Agriculture products (Crops like; rice, cotton, wheat). These items share the maximum sale of the farm products. Unfortunately, the farm production in India has witnessed a huge wastage. It has attracted the attention of many practitioners and policy makers. Witnessing the opportunity many organized retail players have entered the arena to sell farm products. However, the supply chain (SC) performance measurement has remained the major challenge as “No measurement no improvement”. Many organizations are searching for an efficient SC performance measurement system. Our study recommends that the SC performance shall be improved by developing a SC strategy based on a limited set of key performance indicators (KPI). Otherwise, managers shall waste time and resources on the undesirable performance indicators. We have identified and classified the KPI for non-livestock retailing SC management into five groups. These are 1) Customer Attraction Metrics (product quality, product personality, process quality); 2) Inventory Metrics (fill rate, customer response time, return adjustment, spoilage adjustment, and Vendor managed inventory); 3) Attractiveness Metrics (inventory cost, distribution cost, Return on investment, stakeholder value, sales profit and channel flexibility); 4) Transportation Metrics (shipping errors, and volume flexibility); and 5) Customer Metrics (lead time, delivery flexibility, and backorder flexibility). This grouping shall help the practitioners to focus on a limited set of KPI for better management of supply chains.

scholarly journals New Strategic Thinking in Mitigating the Challenges in Implementing Key Performance Indicators (KPIs) and Increasing Efficiency in Corporate Performance Management in MENA Region

2019 ◽  
Vol 10 (4) ◽  
pp. 59
Author(s):  
Moetaz Soubjaki ◽  
Radwan Choughri
Keyword(s):  
Performance Management ◽  
Significant Relationship ◽  
Performance Indicators ◽  
Corporate Performance ◽  
Implementation Process ◽  
Key Performance Indicators ◽  
Strategic Thinking ◽  
Mena Region ◽  
Effective Implementation ◽  
Goals And Objectives

The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.

scholarly journals P1548THE VALUE OF BEING A NETWORK: CLINICAL GOVERNANCE AND DIALYSIS CLINIC PERFORMANCE MANAGEMENT IS ASSOCIATED WITH IMPROVED PATIENTS SURVIVAL

2020 ◽  
Vol 35 (Supplement_3) ◽  
Author(s):  
Luca Neri ◽  
Jasmine Ion Titapiccolo ◽  
Francesco Bellocchio ◽  
Otto Arkossy ◽  
Mario Garbelli ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Structural Equation ◽  
Clinical Status ◽  
Key Performance Indicators ◽  
P Value ◽  
Clinical Practices ◽  
Historical Cohort ◽  
Intermediate Outcomes ◽  
Dialysis Vintage

Abstract Introduction. In order to help facilitate the uptake of best clinical practices, improve outcomes, enhance efficiency and reduce costs, few healthcare organizations have introduced Continuous Quality Improvement (CQI) programs. Since September 2014, dialysis centers belonging to the EMEA Fresenius Medical Care (FME) network have introduced a CQI policy called Medical Peer Review (MPR) based on key performance indicators (KPI) related to patient’s clinical status. We exploit the quasi-experimental setting generated by the introduction of FMC CQI policy, to evaluate the association between improvement in intermediate outcomes (key performance indicators) and prolonged survival among dialysis patients registered in the EMEA FME network. Methods. We conducted a historical cohort study. We included adult patients on chronic dialysis with less than 90 days between renal replacement therapy (RRT) initiation date and first treatment date in FME clinics. We compared KPI target achievement (P-BSC score) and 2-year mortality for patients enrolled prior to MPR-CQI policy onset (Cohort A) and a cohort of patients enrolled after MPR-CQI policy onset (Cohort B). Structural Equation model was adopted to estimate the association of MPR-CQI policy on patients’ survival through changes in intermediate outcomes (P-BSC score). Results. The Cohort A and Cohort B consisted of 2397 and 1873 patients, respectively. We observed no difference across groups concerning the distribution of age (63.1 vs 62.8 years), gender (59% vs 60% males) and body mass index (27.6 vs 26.4 kg/m2); Cohort A showed lower Charlson’s comorbidity index (3.3±1.5 vs 3.8±1.9, p<0.01) and higher dialysis vintage (32.9±27.0 vs 21.3±22.2 days, p-value<0.01) compared to Cohort B. P-BSC scores over the 6-month ascertainment period was 5.25±1.47 in the pre CQI-MPR policy cohort, while it was significantly higher (6.67±1.63) in the post CQI-MPR policy cohort. Mediation analysis demonstrated a strong indirect effect of CQI-MPR implementation on mortality trough improvement of P-BSC rating score occurring in the post-implementation era (OR=0.70, p<0.001) Conclusion. We showed that, after discounting for potential unmodifiable confounding factors and potential unmeasured selection/chronological bias, improvement of intermediate outcomes and performance indicators occurred after MPR-CQI policy implementation, was associated to a strong improvement in survival. Figure:

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