When Do Regression-Adjusted Performance Measures Track Longer-Term Program Impacts? A Case Study for Job Corps

2014 ◽  
Vol 33 (2) ◽  
pp. 495-525 ◽  
Author(s):  
Peter Z. Schochet ◽  
Jane Fortson
Keyword(s):  
Performance Measures ◽  
Job Corps

scholarly journals A Transportation Performance Measurement System with a Mississippi Case Study

2010 ◽  
Author(s):  
Haiyuan Wang ◽  
Mingzhou Jin
Keyword(s):  
Performance Measures ◽  
Transportation Systems ◽  
System Level ◽  
Performance Measurement System ◽  
Intermodal Transportation ◽  
Design Alternatives ◽  
Level Performance ◽  
Existing Data ◽  
Highway System

In current literature and practices, there are no systematic and user-oriented intermodal transportation performance measures. After identifying customer needs and transportation goals, this paper proposes a set of system-level performance measures for intermodal transportation that are user-oriented, scalable, systematic, and scientific. The measures can be used to compare intermodal design alternatives or to evaluate existing transportation systems with any size and any mode. The highway system in Mississippi is analyzed as a case study. The case study demonstrates the existing data sources, the methods of calculating the measures, and the means of evaluating transportation systems with the measures.

Community of Practice Software Management Tools

2011 ◽  
pp. 112-129 ◽  
Author(s):  
Mark Jewell ◽  
Derek H.T. Walker
Keyword(s):  
Community Of Practice ◽  
Performance Measures ◽  
Collaborative Study ◽  
Software Tool ◽  
Research Proposal ◽  
Management Approach ◽  
Anecdotal Evidence ◽  
Management Tools ◽  
The Uk

This chapter provides insights from a large UK construction organisation case study where communities of practice have been supported through use of a software tool and management approach that encourages their spread across the organisation. We provide a descriptive characterisation of what the community of practice (COP) software tool does, how it evolved, and anecdotal evidence from interviews with its users of its value to the UK case study organisation. We recognise the need to investigate COP value generation more formally, and we have developed a research proposal to undertake further work in a collaborative study with industry to provide useful COP performance measures to be undertaken. This chapter provides valuable insights from several years’ reflection upon the tool’s use and application, and we highlight both drivers and barriers to its deployment. The objective was to provide a practical example of what COP management tools could and should address.

The Journey From Development to Appraisal

2019 ◽  
pp. 327-342
Author(s):  
Tracy M. Maylett
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Measures ◽  
Past Performance ◽  
360 Feedback ◽  
Objective Performance ◽  
Objective Performance Measures ◽  
Performance Appraisal Process ◽  
Measures Of Performance

This case study describes an initiative to change a long-standing performance management process at a large manufacturing facility within General Mills that emphasized the attainment of objective performance measures (the “what” of performance) to one that also included the “how” of goal achievement. The organization embarked on a 3-year pilot evaluation of the use of 360 Feedback as a possible solution to replace or supplement their traditional single-source (supervisor) performance appraisal process. The two systems ran in parallel using 140 randomly selected employees. Results showed little correlation between the what measures of performance from the traditional appraisals and the how data collected using the 360 Feedback, supporting the view that job performance should be viewed as requiring both aspects of evaluation, using different methods of assessment. Ultimately, the organization maintained both systems but integrated 360 Feedback into the traditional appraisals as well, creating complementary processes that looked “forward” (development) and “past” (performance).

Four Critical Domains of Accountability for School Counselors

2014 ◽  
Vol 18 (1) ◽  
pp. 2156759X0001800
Author(s):  
Fred Bemak ◽  
Joseph M. Williams ◽  
Rita Chi-Ying Chung
Keyword(s):  
Academic Success ◽  
School Counselors ◽  
Performance Measures ◽  
Disciplinary Referrals ◽  
Key Players

Despite recognition of accountability for school counselors, no clear set of interrelated performance measures exists to guide school counselors in collecting and evaluating data that relates to student academic success. This article outlines four critical domains of accountability for school counselors (i.e., grades, attendance, disciplinary referrals, and suspension) that can be generalized across primary and secondary levels, geography, region, location, and culture. The authors present a case study to demonstrate the four critical domains of accountability and establish school counselors as key players in promoting academic success.

Do Job Corps performance measures track program impacts?

2008 ◽  
Vol 27 (3) ◽  
pp. 556-576 ◽  
Author(s):  
Peter Z. Schochet ◽  
John A. Burghardt
Keyword(s):  
Performance Measures ◽  
Job Corps

How to visualize performance measures in a manufacturing SME

2017 ◽  
Vol 21 (4) ◽  
pp. 337-350 ◽  
Author(s):  
Carina Larsson ◽  
Anna Syberfeldt ◽  
Kristina Säfsten
Keyword(s):  
Literature Review ◽  
Empirical Research ◽  
Continuous Improvement ◽  
Performance Measures ◽  
Oral Presentation ◽  
Visual Communication ◽  
Design Methodology ◽  
Literature Survey ◽  
Content Type

Purpose The purpose of this paper is to identify strengths and weaknesses in the communication of performance measures and propose guidelines for the visualization of performance measures supporting continuous improvement (CI) in manufacturing small and medium-sized enterprises (SMEs). The goal is to help manufacturing SMEs improve their communication of performance measures, thereby improving performance, and strengthening the company. Design/methodology/approach This paper draws on both theoretical and empirical research. It begins with a literature review of theoretical guidelines for the visualization of performance measures. This theoretical information is then supplemented with a case study and a survey, both carried out at the Vara plant, a manufacturing SME with well-developed communication of performance measures. The case study involved all organizational levels in the company and focused on identifying strengths and weaknesses in visual communication of performance measures supporting CI. The information acquired from the literature survey and the case study was then used as the basis for a survey of the employees in one department as regards their perception, understanding and opinion of visual communication of performance measures. The analysis of the results led to the development of guidelines and a substantive proposal improving visualization of performance measures in this specific company, and in manufacturing SMEs in general. Findings A model for the visualization of performance measures supporting CI in the company was carried out. The guidelines proposed for all such visualizations are as follows: keep the visualization as simple as possible without compromising understanding, use symbols and colors consistently, use simple words and do not include too much information in the visualization. The study also shows that it is important to support a written visualization with an oral presentation to explain the results. Originality/value The originality of this paper lies in its focus on the visualization of performance measures in manufacturing SMEs and the guidelines and proposals developed.

scholarly journals The Cross-national Applicability of Lean Implementation Measures and Hospital Performance Measures: A Case Study of Finland and the United States

2021 ◽  
Author(s):  
Elina Reponen ◽  
Thomas G Rundall ◽  
Stephen M Shortell ◽  
Janet C Blodgett ◽  
Ritva Jokela ◽  
...  
Keyword(s):  
United States ◽  
Healthcare System ◽  
Performance Measures ◽  
Service Provision ◽  
The United States ◽  
Hospital Performance ◽  
Lean Implementation ◽  
The Us ◽  
Cross National

Abstract Background Healthcare organizations around the world are striving to achieve transformational performance improvement, often through adopting process improvement methodologies such as Lean management. Indeed, Lean management has been implemented in hospitals in many countries. But despite a shared methodology and the potential benefit of benchmarking lean implementation and its effects on hospital performance, cross-national Lean benchmarking is rare. Healthcare organisations in different countries operate in very different contexts, including different healthcare system models, and these differences may be perceived as limiting the ability of improvers to benchmark Lean implementation and related organisational performance. However, there is no empirical research available on the international relevance and applicability of Lean implementation and hospital performance measures. To begin to understand the opportunities and limitations related to cross-national benchmarking of Lean in hospitals, we conducted a cross-national case study of the relevance and applicability of measures of Lean implementation in hospitals and hospital performance. Methods We report an exploratory case study of the relevance of Lean implementation measures and the applicability of hospital performance measures using quantitative comparisons of data from Hospital District of XX XX University Hospital in Finland and a sample of 75 large academic hospitals in the United States. Results The relevance of Lean-related measures was high across the two countries: almost 90% of the items developed for a US survey were relevant and available from XX. A majority of the US-based measures for financial performance (66.7%), service provision/utilisation (100.0%), and service provision/care processes (60.0%) were available from XX. Differences in patient satisfaction measures prevented comparisons between XX and the US. Of 18 clinical outcome measures, only four (22%) were not comparable. Clinical outcome measures were less affected by the differences in healthcare system models than measures related to service provision and financial performance. Conclusions Lean implementation measures are highly relevant in healthcare organisations operating in the United States and Finland, as is the applicability of a variety of performance improvement measures. Cross-national benchmarking in Lean healthcare is feasible, but a careful assessment of contextual factors, including the healthcare system model, and their impact on the applicability and relevance of chosen benchmarking measures is necessary. The differences between the US and Finnish healthcare system models is most clearly reflected in financial performance measures and care process measures.

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