scholarly journals PERFORMANCE MEASUREMENT IN TRANSPORT SECTOR ANALYSIS

Transport ◽  
2004 ◽  
Vol 19 (3) ◽  
pp. 97-107
Author(s):  
Margarita Išoraite
Keyword(s):  
Performance Measurement ◽  
Transport Sector ◽  
Effective Management ◽  
Public And Private ◽  
Financial Measures ◽  
Measurement Systems ◽  
Efficiency And Effectiveness ◽  
Sector Analysis ◽  
Sector Performance ◽  
Technology Processes

The article analyses the following issues: 1. Performance measurement in literature. The performance measurement has an important role to play in the efficient and effective management of organizations. Kaplan and Johnson highlighted the failure of the financial measures to reflect changes in the competitive circumstances and strategies of modern organizations. Many authors have focused attention on how organizations can design more appropriate measurement systems. Based on literature, consultancy experience and action research, numerous processes have been developed that organizations can follow in order to design and implement systems. Many frameworks have been proposed that support these processes. The objective of such frameworks is to help organizations define a set of measures that reflect their objectives and assess their performance appropriately. 2. Transport sector performance and its impacts measuring. The purpose of transport measurement is to identify opportunities enhancing transport performance. Successful transport sector management requires a system to analyze its efficiency and effectiveness as well as plan interventions if transport sector performance needs improvement. Transport impacts must be measurable and monitorable so that the person responsible for the project intervention can decide when and how to influence them. Performance indicators provide a means to measure and monitor impacts. These indicators essentially reflect quantitative and qualitative aspects of impacts at given time and places. 3. Transport sector output and input. Transport sector inputs are the resources required to deliver transport sector outputs. Transport sector inputs are typically: human resources, particularly skilled resources (including specialists consulting inputs); technology processes such as equipment and work; and finance, both public and private. 4. Transport sector policy and institutional framework; 5. Cause ‐ effect linkages; 6. Alternatives analysis. The numerous courses of action could be taken to improve performance. However, due to limited resources choices have to be made. This requires prioritizing.

The management index: simplifying business excellence for management teams?

2020 ◽  
Vol 12 (4) ◽  
pp. 505-520
Author(s):  
Kristen M. Snyder ◽  
Henrik Eriksson ◽  
Hendry Raharjo
Keyword(s):  
Performance Measurement ◽  
Large Scale ◽  
Management Teams ◽  
Measurement Tool ◽  
Public And Private ◽  
Content Type ◽  
Dialog Management ◽  
Business Excellence ◽  
Efficiency And Effectiveness ◽  
Degree Of Maturity

Purpose The purpose of this paper is to present findings from a qualitative research study that was designed to examine the application of the management index (MI) to support effectiveness among management teams. Specifically, the research was twofold: to examine the usefulness of the MI as a tool to enhance effectiveness in management teams; and to identify conditions necessary for successful use of the MI. Design/methodology/approach A three-year multi-site qualitative case study was conducted with five medium- to large-scale organizations, from public and private sectors, to apply and examine the use of the MI. Data were collected from participants during a series of workshops designed to examine the ways in which the tool was used to enhance effectiveness in management teams, and conditions that were determined supportive or a hinder to using the tool. Findings Findings from the qualitative data demonstrate four primary uses of the in which the MI: pulse reader, navigation, systematic dialog, management team development. It is, however, not clear yet if the use of the MI contributes to improvement in efficiency and effectiveness. The degree of maturity within the organization and teams, as defined by open and transparent communication and clarity of purpose of direction, appear to be key factors for how well teams benefit from the MI. Furthermore, the tool appears to benefit from longer term usage rather than quick-fix usage, although this claim has yet to be validated by further investigations. Practical implications The MI was developed by Swedish Institute of Quality to provide a simpler performance measurement tool for management teams to support quality improvement processes in organizations in Sweden. The MI was developed to provide management teams with access to vital information that could serve as the basis for prioritizing areas of needed improvement, while reducing time and complexity associated with traditional business excellence models. Originality/value This study contributes to an ongoing dialogue about how to support quality management through the use of performance measurement tools. In particular, the study supports the need to develop understanding about the importance of dialogue and process combined with the use of measures to achieve results.

scholarly journals Performance measurement systems in auditing firms

2015 ◽  
Vol 5 (4) ◽  
pp. 395-423 ◽  
Author(s):  
Mohamed Hegazy ◽  
Myada Tawfik
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Measurement System ◽  
Performance Measurement System ◽  
Future Research ◽  
High Quality ◽  
Content Type ◽  
Financial Measures ◽  
Measurement Systems ◽  
Performance Measurement Systems

Purpose – The purpose of this paper is to investigate challenges facing auditing firms in designing and measuring their performance and discusses why and how the balance scorecard (BSC) could support the auditing firms overcome such challenges. The paper contributes to the existing literature by identifying the peculiarity of the auditing firms in designing and implementing performance measurement systems including the need for sound and advanced information systems, subjectivity embedded in measuring customer satisfaction, growth and success of the firms and restrictions imposed by regulations and auditing standards for the provision of non-audit services which may increase the firms’ revenues and profits to help maintain high-quality outputs. Also, the paper provided evidence for the use of non-financial measures in service industry in particular for customers and finance. The unique dilemma in the auditing firms to provide services to satisfy customers yet maintaining distance and independence from them represent an important research question requiring investigation and study. Design/methodology/approach – A review of the literature for performance evaluation in general and in particular BSCs in service industries was made to identify challenges facing auditing firms when measuring their performance. Data were collected using case study approach; two auditing firms, one of the Big 4 and a medium size auditing firm with international affiliation operating in the Egyptian market were selected. Interviews, document analysis and participant observations were used in the analysis of each firm performance measurement system. Findings – The paper suggests that major challenges face auditing firms in measuring their performance mainly the size of the firm and its affiliation with international auditing firm, the qualification and experience of partners and audit managers needed for the design and implementation of a BSC or similar performance measures, the resources required for the introduction of such performance measure and the peculiarity of the auditor and client relationship with the need to maintain independence and confidentiality while providing high-quality services. Although both auditing firms being studied have formal performance measurement systems, they differ in their degree of comprehensiveness. In particular, the performance measurement system of the larger firm is more elaborate than that of the smaller one and both place more emphasis on qualitative measures such as learning and growth and internal business processes than financial measures. Research limitations/implications – Overall, the results have implications for understanding the performance measurement process of auditing firms in general and in particular in an emerging economy such as Egypt. The identification of the challenges facing auditing firms in measuring their performance and how the implementation of BSC can help partners and employees to overcome those challenges will add to the literature for performance evaluation in service companies. Future research should be carried to compare and assess differences between the behavioural aspects of performance measures in auditing firms and possible application of BSC in such firms and those used in services industry. Also, the practicality of implementing a BSC measures for different auditing firms should be investigated further in future research. Originality/value – The research among the first to investigate the challenges facing auditing firms in designing and operating a performance measurement system and to discuss, using case studies, how a BSC could support the auditing firms to overcome such challenges. Further, the research provides insights into performance measures in auditing firms in developing economies like Egypt which are sparse since most studies have been conducted in developed economies. Also, the paper enriches the literature of performance measurement systems in service rather than the manufacturing sector especially for medium and small size firms.

scholarly journals Determinants Of Integrated Performance Measurement Systems Usage: An Empirical Study

2010 ◽  
Vol 26 (5) ◽  
Author(s):  
Mojca Marc ◽  
Darja Peljhan ◽  
Nina Ponikvar ◽  
Aleksandra Sobota ◽  
Metka Tekavcic
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Contextual Factors ◽  
Company Size ◽  
Market Position ◽  
Management Tools ◽  
Financial Measures ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Integrated Performance

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="color: black; font-size: 10pt; mso-bidi-font-weight: bold; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB"><span style="font-family: Times New Roman;">Performance management literature has been advocating the balanced use of non-financial measures alongside traditional financial measures, possibly within integrated performance measurement systems, since the early 1990&rsquo;s. The purpose of this paper is to explore how contextual factors (such as company size, industry, and market position), business objectives and knowledge about contemporary management tools influence the decision to implement Balanced Scorecard or similar integrated performance management systems. We tested our research propositions regarding the influence of these factors by using survey data and a logistic regression model. The study is based on a survey conducted in 2008 on a sample of 323 Slovenian companies. The sample consists of large, medium, and small firms from different industrial sectors, including manufacturing and service. Overall, our results confirm contextual factors, such as company size and industry, and knowledge about management tools as most important determinants of integrated performance measurement systems usage. Although market position and business objectives also receive some support for their influence, the results are generally weaker and more ambiguous.</span></span></p>

The practice of strategic performance measurement systems

2015 ◽  
Vol 64 (2) ◽  
pp. 194-227 ◽  
Author(s):  
Riccardo Silvi ◽  
Monica Bartolini ◽  
Anna Raffoni ◽  
Franco Visani
Keyword(s):  
Performance Measurement ◽  
Information Needs ◽  
Management Control ◽  
Financial Indicators ◽  
Short Term ◽  
Content Type ◽  
Financial Measures ◽  
Strategic Performance ◽  
Measurement Systems ◽  
Performance Measurement Systems

Purpose – For over 20 years, management control literature has indicated the importance of supporting the strategy development and implementation process with strategic performance measurement systems (SPMS) and integrating traditional financial indicators with a set of multidimensional forward-looking measures focusing on the long term and linked to cause-effect relationships. Nevertheless, knowledge on the specific SPMS models used in practice and their effectiveness in supporting the managerial decision-making process is still fragmented and ambiguous. The purpose of this paper is to first analyse the SPMS models used in practice, also considering the role of strategy and firm size as drivers of adoption, thereafter analysing the capability of SPMS models to provide managers with measures that are consistent with their strategic information needs. Design/methodology/approach – The research is based on a survey involving 88 Italian medium-large sized firms (or subsidiaries of multinational firms) operating on a global level. Findings – The cluster analysis identifies two very different SPMS models used in practice. The first is the Short-term Financial Model, and as its name indicates, is based on short-term, internally focused and unconnected financial indicators. The second is the Multidimensional Additive Model, which integrates financial and non-financial measures but without a fully developed fit with the strategy. The research primarily indicates unsatisfied information needs in both clusters, presenting a significant challenge to the further development of existing SPMS models and in defining new theoretical SPMS frameworks. Practical implications – The adoption of an incremental approach to SPMS, simply adding new operational and strategic non-financial measures without a real fit with the strategy does not increase the information effectiveness of the system. Originality/value – The paper analyses the characteristics and use of SPMS models in practice from an exploratory perspective, defining and applying a model to evaluate the information effectiveness of SPMS.

Linking Public and Private Performance Measurement

2000 ◽  
Vol 1729 (1) ◽  
pp. 42-50 ◽  
Author(s):  
Edward A. Morash
Keyword(s):  
Public Policy ◽  
Private Sector ◽  
Performance Measurement ◽  
Transportation Planning ◽  
Data Availability ◽  
Public And Private ◽  
Global Competitiveness ◽  
Sector Performance ◽  
And Performance ◽  
Policy And Planning

Transportation planning and public policy can have profound effects on private-sector performance through investment policy, financing arrangements, tax policy, infrastructure improvement, and the like. However, with increasingly competitive and global markets, transportation public policy and planning should be based on market requirements for specific transportation capabilities and performance. On one level, deregulation and global competitiveness require cooperation and collaboration among all public and private policy actors and planners so that they all “row in the same direction.” On another level, deregulation and global competitiveness require that governmental transportation policy be market-driven, stressing capabilities and performance that are deemed most important by the private sector. The relative importance and availability of performance measures and capabilities are examined in three global regions: North America, Europe, and the Pacific Basin. The three regions are in remarkable agreement as to which performance capabilities are most important to a firm’s success. Transportation dependability and customer service are ranked at the top; low logistics cost and delivery flexibility are in the middle; and surprisingly, delivery speed is at the bottom. These findings have important implications for transportation public policy and planning in terms of linking policy with private-sector performance measurement. For example, it appears that transportation public policy and plans should stress reliability over speed in terms of setting priorities. Additional findings and recommendations for transportation planning, policy formulation, and data availability are discussed.

scholarly journals The roles related to performance measurement systems use: a study based on clusters statistics analysis

2020 ◽  
Vol 27 (4) ◽  
Author(s):  
Letícia Maoski Rocha ◽  
Edson Pinheiro de Lima ◽  
Sérgio Eduardo Gouvêa da Costa ◽  
Ângelo Márcio Oliveira Sant’Anna ◽  
Jannis Jan Angelis
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Performance Measurement System ◽  
Monitoring And Control ◽  
Measurement Systems ◽  
Analysis Technique ◽  
Efficiency And Effectiveness ◽  
Performance Measurement Systems ◽  
Cluster Analysis Technique ◽  
And Control

Abstract: The performance measurement systems (PMS) have been studied over the last ten years, but this is still a very important research topic for companies and it keep being studied nowadays, because such systems help in decision-making, they allow monitoring and control indicators, and to assist business and operations strategy realization. The recent studies on PMS mostly are on reviewing their concepts and definitions, models, frameworks, design and implementation recommendations, etc. Based on a study oriented to PMS use described by roles to be played, this article aims to discuss the interrelationships between the roles of a performance measurement system, to cluster them and to formulate recommendations for their adoption and proper use. Thus, a survey collected and analyzed the perception of business representatives, who are able to express their agreement levels for PMS roles and use. Data are analyzed by using cluster analysis technique where the roles forms four groups, which can be confronted with the findings of related works from PMS literature. From the groups formed, it is possible to indicate four main domains of recommendations: to assure the alignment between strategic management of operations and its performance, promoting and improving the overall efficiency and effectiveness of the business operations results; to produce positive changes in organizational systems, processes and culture, developing the capacity to manage continuous improvement projects through integrated strategic management systems; to have a customer-oriented design approach; to be orientated and to manage stakeholders’ demands.

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