Process Performance Management and Financial Control of Key Performance Indicators as Shown in an Explorative Study of National and International Companies

2016 ◽  
Author(s):  
Bettina Binder
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Financial Control ◽  
Process Performance ◽  
Explorative Study ◽  
International Companies

scholarly journals THE MANAGEMENT SYSTEM OF BUSINESS PROCESS EFFICIENCY

2017 ◽  
pp. 66-74 ◽  
Author(s):  
Alina Igorevna Lykova
Keyword(s):  
Performance Management ◽  
Business Process ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Process Efficiency ◽  
Process Performance

Business process management and performance management merge with each other as business process management evolves. Efficiency is a characteristic of the system in terms of the ratio of costs and results of its functioning, ability to lead to given results. Efficiency in the concept of process management is the measurement of predefined operational characteristics of the process: qualitative and / or quantitative indicators that characterize the process. The main indicators of process efficiency are the process efficiency indices. In addition, in the theory of performance management key performance indicators are emitted. Although they have much in common (relatively constant, measurable, assess progress, etc.), the main difference between these indicators is that process performance indicators measure operational efficiency, while key performance indicators represent the business objectives that the company wants to achieve at a strategic level. There are different types of the process performance indicators: productivity and effectiveness, temporary, costly, high-quality; early and late. Process performance indicators are assigned to each process to monitor its effectiveness and to correlate the achievement of the process goal and the costs to achieve this goal. The establishment of key performance indicators depends on the organization's strategy and is implemented using methodologies developed and tested in practice, the most popular of which is the Balanced Scorecard. With the purpose of forming a control loop for the efficiency of business processes, the principles of managing the efficiency of processes are singled out: the level of development of performance management directly depends on the level of process maturity of the organization; when analyzing the process, performance indicators are primary, and then productivity; understanding customer motivation when evaluating the process; evolutionary measurement of effectiveness. The performance management framework of business processes consists of planning, execution (which also consists of performance monitoring processes for each selected process), verification and updating.

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.

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:

scholarly journals ENHANCING LECTURER’S “TRI DHARMA” THROUGH PERFORMANCE MANAGEMENT SYSTEM: A STUDY AT AN INDONESIAN PRIVATE UNIVERSITY

2020 ◽  
Vol 11 (1) ◽  
pp. 1-15
Author(s):  
Yuliani Rachma Putri ◽  
Syarifuddin Syarifuddin
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Private University ◽  
Key Performance Indicators ◽  
Strategic Communication ◽  
Performance Management System ◽  
Balance Score Card ◽  
System A ◽  
Score Card

For the last decades, Institution of Higher Learning (IHL) activities has become more complex. Competitive environment, technological advances, stakeholder and profit- oriented markets have demanded IHLs to facilitate broad areas of activities which require many resources ranging from human to technical. Thus, IHL’s managers as decision-makers faced the problems of finding the right performance measurement and the proper usage of Performance Management System (PMS) for measuring all of the performances especially for lecturers which measured by Key Performance Indicators (KPIs) known as “Tri Dharma”. Hence, this study aims to examine the use of performance management system at one faculty of an Indonesian private university. This research is the extended version from the paper presented on 3rd Icotic 2017, titled “A Study of Strategic Communication in Supporting the Performance Management System: A Case at an Indonesian Private University”. Using semi- structured interviews with 12 managers at the faculty, this study was examine how the PMS used to support lecturers in conducting the “Tri Dharma” activities by providing the guidance to reach the objectives and target of the institution. The qualitative evidence collected during the course of the research indicates that private university is now being highly competitive and it is very sensitive to changes in technology, student tastes and behaviours. In so doing, IHLs managers have to set up some suitable indicators to be measured through the Balance Score Card (BSC) as the PMS that allows faculty managerial level to translate their visions into collective visions that enhance all lecturers as teams to move in a shared-service and value-creating work. This PMS also used as a strategy map to guide with signposts and guardrails to construct and to motivate all lecturers to reach the KPIs also to maintain their performance in conducting “Tri Dharma” by linking the salary, increment, bonus to performance and make quarterly report to evaluate. Keywords: Performance Management System, Key Performance Indicators, Balance Score Card

scholarly journals Performance Management Practices in Science Technology Parks: Case Study of Bandung Techno Park

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Kiki Sudiana ◽  
Ratih Hendayani
Keyword(s):  
Economic Development ◽  
Organizational Performance ◽  
Performance Management ◽  
Performance Indicators ◽  
Management Practices ◽  
Science And Technology ◽  
Key Performance Indicators ◽  
Knowledge Based ◽  
Science Technology ◽  
Technology Parks

The main objective of developing Science Technology Parks (STP) is to foster knowledge-based economic clusters in an area. Knowledge-based economic clusters play an important role in encouraging regional innovation and competitiveness to increase the contribution of science and technology in economic development. Due to the important role of the clusters in economic development, it is necessary to seriously manage their performance. The purpose of this paper is to study the Performance Management Practices and Key Performance Indicators implemented in Bandung Techno Park (BTP) as one of the leading Techno parks in Indonesia through the literature review method. This research revealed that there are a number of standard or similar KPIs widely used in many STPs, such as the number of startups created, economic development produced, the number of innovative products made. The study also proposed two additional performance indicators for BTP to complete its goals, which are: economy generated in the area and profitability of STP. The contribution of this research is to provide BTP with a reference for evaluating organizational performance through the use of standard KPIs. Future research can use standardized KPIs that have been validated with a quantitative approach to investigate and evaluate organizational performance. Keywords— Performance management; Key Performance Indicators; Science and Technology Parks

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