IMPACT OF REVENUE ACCOUNTING POLICIES ON KEY PERFORMANCE INDICATORS

2021 ◽  
Vol 2 (3) ◽  
pp. 16-23
Author(s):  
G. A. ARUTYUNYAN ◽  
◽  
M. A. VAKHRUSHINA ◽  
Keyword(s):  
Internal Control ◽  
Performance Indicators ◽  
Business Strategy ◽  
Performance Indicator ◽  
Management Accounting ◽  
Key Performance Indicators ◽  
Theoretical Approaches ◽  
A Performance

The article highlights the theoretical approaches for determination of a performance indicator as a tool for management accounting and internal control of a business, on the basis of which various decisions regarding business strategy and personnel motivation may be made. The analysis showed that it is important not only the approach of their definition, but also the data for determination of these indicators. The article provides recommendations for the preparation of accounting policies for revenue accounting in accordance with IFRS 15, which may significantly affect the performance indicators of the company.

scholarly journals Review of Key Performance Indicators for Process Monitoring in the Mining Industry

Energies ◽  
2020 ◽  
Vol 13 (19) ◽  
pp. 5169 ◽  
Author(s):  
Paulina Gackowiec ◽  
Marta Podobińska-Staniec ◽  
Edyta Brzychczy ◽  
Christopher Kühlbach ◽  
Toyga Özver
Keyword(s):  
Process Monitoring ◽  
Performance Indicators ◽  
Business Strategy ◽  
Lean Manufacturing ◽  
Process Management ◽  
Business Processes ◽  
Mining Industry ◽  
Key Performance Indicators ◽  
Sensor Data ◽  
Monitoring And Control

The sustainable development of an organisation requires a holistic approach to the evaluation of an enterprise’s goals and activities. The essential means enabling an organisation to achieve goals are business processes. Properly managed, business processes are a source of revenue and become an implementation of business strategy. The critical elements in process management in an enterprise are process monitoring and control. It is therefore essential to identify the Key Performance Indicators (KPIs) that are relevant to the analysed processes. Process monitoring can be performed at various levels of management, as well as from different perspectives: operational, financial, security, or maintenance. Some of the indicators known from other fields (such as personnel management, finance, or lean manufacturing) can be used in mining. However, the operational mining processes require a definition of specific indicators, especially in the context of increasing the productivity of mining machines and the possibility of using sensor data from machines and devices. The article presents a list of efficiency indicators adjusted to the specifics and particular needs of the mining industry resulting from the Industry 4.0 concept, as well as sustainable business performance. Using the conducted research and analysis, a list of indicators has been developed concerning person groups, which may serve as a benchmark for mining industry entities. The presented proposal is a result of work conducted in the SmartHUB project, which aims to create an Industrial Internet of Things (IIoT) platform that will support process management in the mining industry.

Managerial accounting and analysis in the modern control concepts: problems and limitations

2014 ◽  
Vol 2 (5) ◽  
pp. 251-260
Author(s):  
Ольга Гордеева ◽  
Olga Gordeeva ◽  
Татьяна Серебрякова ◽  
Tatyana Serebryakova
Keyword(s):  
Strategic Management ◽  
Performance Indicators ◽  
Management Accounting ◽  
Key Performance Indicators ◽  
Management Model ◽  
Managerial Accounting ◽  
Management Decisions ◽  
Organization And Management ◽  
Control And Management ◽  
Modern Control

The authors consider the topical issues of modern strategic management and describe modern models of strategic management. Value-oriented management model, which aims to achieve the maximum possible value of the organization, examined in detail. The authors note the need for management accounting to collect information on key performance indicators, which show the change of the values of the organization and management analysis for the control and management decisions.

scholarly journals Evaluation of the effectiveness of the internal control system of the institution using key performance indicators

VUZF Review ◽  
2020 ◽  
Vol 5 (2) ◽  
pp. 55-63
Author(s):  
Anatolii Syrotenko ◽  
Ivan Tkach ◽  
Anatolii Loishyn ◽  
Mykola Tkach
Keyword(s):  
Control System ◽  
Internal Control ◽  
Performance Indicators ◽  
Internal Audit ◽  
Key Performance Indicators ◽  
Subject Area ◽  
Alternative Methods ◽  
Practical Implementation ◽  
Internal Control System ◽  
The Matrix

The conducted research may be of interest to specialists of internal audit, internal control, and managers of all levels, who organize the functioning of internal control in subordinate structural units. The article practically substantiates the use of the matrix of key performance indicators (KPI) in assessing the effectiveness of the internal control system of the Ministry of Defense of Ukraine. The research conducted in the article is the result of the practical implementation of the developed comprehensive methodology for assessing the effectiveness of the internal control system of the Ministry of Defense of Ukraine. To achieve this goal, the study conducted its decomposition and separately: evaluated the selected indicators of the effectiveness of the internal control system through appropriate testing and analysis of financial (accounting) statements; a matrix of key performance indicators is formed; the generalized indicator of efficiency of functioning of system of internal control is defined; the corresponding assessment of efficiency of system of internal control according to the chosen criterion is carried out. The results of the study made it possible to determine a numerical value that can objectively indicate the effectiveness of the internal control system of the institution. The results of the evaluation of indicators can be further systematized in the appropriate database for the formation of statistical information and taken into account in the risk-oriented planning of internal audit activities. The results of the study in the article can be used in part and applied thematically when checking other indicators in the internal control system. The article formulates the prospect of further research in the subject area to improve the accuracy of assessing the effectiveness of the ICS, as well as in finding alternative methods for its evaluation.

scholarly journals Social Responsibility as a Performance Indicator of Public Authorities

2021 ◽  
Vol 10 (3) ◽  
pp. 111
Author(s):  
Oleg V. Pavlyshyn ◽  
Tetiana P. Ustymenko ◽  
Mariia P. Babiuk ◽  
Nataliia Ya. Kaida ◽  
Dmytro V. Shkrebets
Keyword(s):  
Social Responsibility ◽  
Public Administration ◽  
Public Discourse ◽  
Good Governance ◽  
Performance Indicator ◽  
Public Authorities ◽  
Effective Implementation ◽  
Theoretical Approaches ◽  
The Social ◽  
A Performance

Further development of consolidated democracy in the modern world involves the implementation of the concept of responsible, socially significant and law-compliant behaviour of public servants. This urges the issue of defining social responsibility as a qualitatively new performance indicator of public authorities in public discourse. The research aims at analysing the relevance of the use of social responsibility as a criterion for evaluating the work of public authorities. The relationship of the social responsibility and professionalism development processes is analysed from the angle of public administration, and their impact on ensuring the effective implementation of competencies by public authorities is determined. The article analyses professionalism styles, substantiates the reasonability of wider application of professionalism as a factor capable of ensuring the introduction of social responsibility by public authorities for the effective implementation of their competencies. The theoretical approaches of New Public Management and Good Governance for the development of a socially responsible approach in the work of public authorities are analysed. Emphasis is placed on the practical significance of Good Governance in ensuring the sustainable development of public sector organizations and their transparency as an important factor and consequence of the realization of social responsibility principles. It is concluded that the ongoing implementation of social responsibility approaches in the work of public authorities in the 10’s of the 21st century has been re-actualized. It is generalized that social responsibility is a means of maintaining the integrity of society, ensuring social justice, social relations development. It is determined that the social responsibility level of the state is a performance indicator of public administration. It is concluded that effective corporate social responsibility requires the development of a regulatory mechanism of public administration and public-private partnership.   Received: 4 January 2021 / Accepted: 6 April 2021 / Published: 10 May 2021

scholarly journals Key Performance Indicators Of Public Universities Based On Quality Assessment Criteria In Thailand

2011 ◽  
Vol 4 (9) ◽  
pp. 9 ◽  
Author(s):  
Kritsana Sukboonyasatit ◽  
Chaiwit Thanapaisarn ◽  
Lampang Manmar
Keyword(s):  
Quality Assessment ◽  
Performance Indicators ◽  
Public Universities ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Public University ◽  
Key Performance Indicator ◽  
The Public ◽  
Corporate Goals ◽  
Strategic Context

The research objective was to develop public universities key performance indicators. Qualitative research and interviews were employed with each public universitys senior executive and quality assessors. The sample group was selected by the office of the public sector development commission and Thailands public universities can be separated into three groups based on their quality assessment score: 1) the high scoring group, 2) the moderate scoring group, and 3) the low scoring group. The results showed that the high scoring group had set a clear strategic context such as vision, mission, core values and corporate goals. In the case of the moderate scoring group it was found that some sections of the strategic context, such as the vision and mission, had already been defined, but corporate goals were yet to be determined. The strategic context was not clear and remained inactive for the low scoring group. In additional, each public university should establish two different sets of key performance indicators; first, a common key performance indicator which is aligned with the public university mission to enhance macro education, and which can be separated by five assessment perspectives as follows: 1) to produce graduates, 2) to promote and expand the universitys research, 3) to provide academic services, 4) to preserve and promote the arts, culture and heritage, and 5) to manage the university. The second specific key performance indicator should be aligned with the universitys strategic context, especially its vision and goals.

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.

Building a Weighted Performance Indicator Concept Utilized The Respondent’s Opinion Approach

2021 ◽  
Author(s):  
Terttiaavini ◽  
Yusuf Hartono ◽  
Ermatita Ermatita ◽  
Dian Palupi Rini
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Minimum Weight ◽  
Performance Appraisals ◽  
Method Performance ◽  
The Balanced Scorecard ◽  
Rule Method

Abstract This study discusses building the concept of weighting performance indicators based on respondents' opinions. The opinion of respondents has the power to provide an assessment. So far, the performance appraisal is determined based on the Balanced Scorecard method, AHP, Topics, and others where the dimensions of this method are limited. In companies, performance appraisals are carried out by the HR Department. The specified indicator is sometimes too high, therefore it is considered achieved. The most flexible approach in which the determination of indicators is determined by the respondent who will implement the rule. Weighted performance indicators are constructed by developing an association rule method and ranking method. Performance appraisal structures in the form of multi values ​​and multidimensional can be built using this concept. Items that meet the support value and minimum weight are determined based on the higher frequency. This concept is a new proposal from a mining method developed to produce a performance appraisal model that can be applied to various needs.

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