scholarly journals Developing of the motivation mechanism, aimed on the company developing strategy realization

KANT ◽  
2020 ◽  
Vol 37 (4) ◽  
pp. 213-216
Author(s):  
Anastasiia Tikhomirova
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators ◽  
Logical Structure ◽  
Developing Strategy ◽  
Grading System ◽  
Motivation Mechanism ◽  
Strategic Goals ◽  
Motivational Mechanism

The article shows the relevance of developing a motivational mechanism aimed at implementing the organization's strategic goals. The purpose, problem, and hypothesis of the study are identified, and its logical structure is presented. Recommendations are given for the development of technology for solving management tasks using key performance indicators (KPIs) of employees. A motivational mechanism for forming employees ' salaries with the use of performance indicators to achieve the organization's strategic goals has been developed. A system of motivation based on the grading system of remuneration has been formed.

Methodicial Bases or HR-Strategy Formation: From Strategic Alternatives to Key Performance Indicators

2017 ◽  
Vol 22 ◽  
pp. 112-120
Author(s):  
Svitlana Dovbnya ◽  
Oleksandra Pysmenna
Keyword(s):  
Social Responsibility ◽  
Corporate Culture ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Strategy Formation ◽  
Operational Strategies ◽  
Personnel Expenses ◽  
Strategic Goals ◽  
Hr Strategy

The purpose of this work was to systematize basic stages of strategic HR management. The main difference between traditional strategic management and personnel one is in strategic alternatives forming. According to development of human capital concept and escalating сorporate social responsibility three components of HR strategy were suggested: “quality of personnel-expenses”, “employees' interaction, vector of corporate culture and social responsibility”, “personnel development”. The combination of these types allows to form valid strategic alternatives of HR strategy. The condition for the effective implementation of the strategy is its decomposition to the level of key performance indicators. Purpose KPIs is the ability to assess the implementation of operational strategies and achieve strategic goals.

scholarly journals Development of the mechanism of motivation and tangible incentivisation

2018 ◽  
Vol 170 ◽  
pp. 01094
Author(s):  
Ludmila Lavrova ◽  
Nikolay Chernegov ◽  
Maria Ivanova ◽  
Zhanna Lemesheva ◽  
Elena Akimova
Keyword(s):  
Construction Industry ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Construction Process ◽  
Construction Enterprises ◽  
Strategic Objective ◽  
Motivational Mechanism ◽  
Relationship Of ◽  
The Relationship

The main objective of the study is the development of an effective motivational mechanism for employees of construction enterprises. The paper considers particularities of remuneration of participants of construction process in order to define the application of various mechanisms of motivation and incentivisation. The existing methods of development of motivation and incentivisation are analyzed as a tool for increasing the performance of the enterprise. Scientific and methodological recommendations on the establishment and implementation of the mechanisms of motivation and incentivisation as a tool for increasing the performance of enterprises in the construction industry were developed. These recommendations allow identifying the relationship of motivation and incentivisation with the performance of the enterprise. The developed mechanism is based on the relationship between the strategic objective of the enterprise and the key performance indicators of the units or specific employees.

scholarly journals Key Performance Indicators Influence to Team Building

2018 ◽  
pp. 161-165
Keyword(s):  
Performance Indicators ◽  
Team Building ◽  
Team Sports ◽  
Key Performance Indicators ◽  
Team Work ◽  
American Football ◽  
Advantages And Disadvantages ◽  
Unstable Environment ◽  
Strategic Goals ◽  
Active Implementation

Active implementation by Russian companies of management systems based on key performance indicators (KPI) aimed at achieving the strategic goals of an organization, is impossible without the activation of team methods of work. The purpose of this paper is to justify the influence of key performance indicators on the process of forming teams. In the modern hypercompetitive and unstable environment, the issues of creating and managing teams that are able to react quickly to changes are highly relevant. The objective of the paper is to reveal the importance of the influence of key performance indicators on teamwork, the proper setting of them, contributing to the creation and maintenance of teamwork, the creative approach to the development of key performance indicators, not based on the analysis of the past, and analyzing the probable future. The paper discusses the basic principles of teamwork; methods of forming teams using key performance indicators, such as parametric, sociometric, and experimental. The advantages and disadvantages of these methods are revealed. There is an analogy with the team sports: baseball, American football, basketball. An example of the development of team key performance indicators is given. Questions of the conditions of successful team work and how key performance indicators can influence the success of the team are raised.

Implementing a strategy successfully

2001 ◽  
Vol 5 (4) ◽  
pp. 4-6 ◽  
Author(s):  
Joseph A. De Feo ◽  
Alexander Janssen
Keyword(s):  
Performance Indicators ◽  
Corporate Strategy ◽  
Key Performance Indicators ◽  
Top Management ◽  
The Third ◽  
Management Leadership ◽  
Strategic Goals

This is the third in a series of articles on strategic deployment and identifies the necessary steps to take in deploying the process. Describes ten such steps for corporate strategy to become an integral part of an organization’s culture: establishing a vision; agreeing on a mission; developing key strategies; developing strategic goals; establishing values; communicating company policies; providing top management leadership; deploying goals, measuring progress with key performance indicators and finally, reviewing progress.

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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