Journal articles: 'Performance indicators'

1

Ranparia, Nanjibhai D. "Performance Indicators of Mutual Funds." Indian Journal of Applied Research 3, no. 2 (October 1, 2011): 35–38. http://dx.doi.org/10.15373/2249555x/feb2013/12.

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2

Conlon, Michael. "Performance Indicators." Higher Education Management and Policy 16, no. 1 (April 20, 2004): 41–48. http://dx.doi.org/10.1787/hemp-v16-art5-en.

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3

Williams, M. K. "Performance indicators." BMJ 300, no. 6726 (March 17, 1990): 751. http://dx.doi.org/10.1136/bmj.300.6726.751-d.

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4

Swales, Audrey. "Performance Indicators." School Organisation 9, no. 1 (January 1989): 21–26. http://dx.doi.org/10.1080/0260136890090102.

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5

Erikson, S. G. "Performance indicators." Safety Science 47, no. 4 (April 2009): 468. http://dx.doi.org/10.1016/j.ssci.2008.07.024.

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6

Hackett, E. Raymond, and Sarah D. Carrigan. "Performance Indicators." education policy analysis archives 6 (September 6, 1998): 17. http://dx.doi.org/10.14507/epaa.v6n17.1998.

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Measures of overall institutional performance were explored from a decision support perspective with twenty similar Carnegie Classification Baccalaureate II institutions. The study examined the usefulness of performance indicators in campus decision making following both a hypothesis testing and case study approach. Two conclusions were reached: first, that the performance measures most commonly cited in the literature as measures of institutional financial viability are of limited use for institution specific policy development; and second, that performance indicators are most effectively used within an institution specific, whole system framework.

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7

Gopfert, M. "Performance indicators." Psychiatric Bulletin 12, no. 1 (January 1, 1988): 25. http://dx.doi.org/10.1192/pb.12.1.25.

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8

Bareford, D. "Performance indicators." Journal of Clinical Pathology 42, no. 3 (March 1, 1989): 332. http://dx.doi.org/10.1136/jcp.42.3.332-a.

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9

Andrews, Hilary. "Performance indicators." Primary Health Care 12, no. 4 (May 2002): 12. http://dx.doi.org/10.7748/phc.12.4.12.s9.

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10

Daniels, Barrie. "Performance Indicators." Work Study 39, no. 5 (May 1990): 22–26. http://dx.doi.org/10.1108/eum0000000002623.

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11

Göpfert, Michael. "Performance indicators." Bulletin of the Royal College of Psychiatrists 12, no. 1 (January 1988): 25. http://dx.doi.org/10.1192/s0140078900019003.

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12

Rose, J. "Performance indicators." BMJ 296, no. 6632 (May 7, 1988): 1332. http://dx.doi.org/10.1136/bmj.296.6632.1332.

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13

Išoraite, Margarita. "ANALYSIS OF TRANSPORT PERFORMANCE INDICATORS." TRANSPORT 20, no. 3 (June 9, 2005): 111–16. http://dx.doi.org/10.3846/16484142.2005.9638006.

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The article analyses the following issues: 1) key performance indicators, 2) best value indicators, 3) performance indicators and the change process, 4) transport programme indicators inputs, outputs, results and impacts, 5) indicators of effectiveness, efficiency and performance, 6) overcoming of the problems of using indicators, 7) criteria of the establishment of performance indicator system.

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14

Nakanishi, Yuko J. "PART 1: Bus: Bus Performance Indicators: On-Time Performance and Service Regularity." Transportation Research Record: Journal of the Transportation Research Board 1571, no. 1 (January 1997): 1–13. http://dx.doi.org/10.3141/1571-01.

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New York City Transit has established a customer-oriented bus performance indicator program. The program contains two schedule adherence indicators—en route on-time performance and service regularity—that measure different aspects of service performance experienced by the customer. The indicators and analysis methodologies are described in detail. What do these indicators really measure? And what types of further analysis can be performed using the underlying data? These are some of the issues addressed. Recommendations are made for adding a third indicator to the performance indicator program.

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15

Star, Sequoia, Darlene Russ-Eft, Marc T. Braverman, and Roger Levine. "Performance Measurement and Performance Indicators." Human Resource Development Review 15, no. 2 (March 23, 2016): 151–81. http://dx.doi.org/10.1177/1534484316636220.

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16

Davidoff, Lawrence. "Police performance indicators." Statistical Journal of the United Nations Economic Commission for Europe 13, no. 2 (July 1, 1996): 161–68. http://dx.doi.org/10.3233/sju-1996-13204.

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17

Chambers, David W. "KEY PERFORMANCE INDICATORS." Journal of the American Dental Association 144, no. 3 (March 2013): 242–44. http://dx.doi.org/10.14219/jada.archive.2013.0105.

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18

Wallace, W. A. "Points: Performance indicators." BMJ 296, no. 6635 (May 28, 1988): 1540. http://dx.doi.org/10.1136/bmj.296.6635.1540-c.

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19

Carlson, Raul. "Environmental Performance Indicators." INSIGHT 5, no. 2 (July 2002): 22–23. http://dx.doi.org/10.1002/inst.20025222.

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20

GÖNCZI, József. "SUSTAINABILITY PERFORMANCE INDICATORS." ANNALS OF THE UNIVERSITY OF ORADEA. ECONOMIC SCIENCES 32, no. 1 (July 2023): 126–41. http://dx.doi.org/10.47535/1991auoes32(1)009.

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Sustainable Balanced Scorecard (SBSC), Organizational Sustainability Performance Index (OSPI), and Corporate Sustainability Index (ISE) are all tools that help organizations measure and manage their sustainability performance. SBSC integrates sustainability considerations into traditional performance management systems, while OSPI and ISE provide sustainability performance benchmarks for organizations to assess their sustainability performance and identify areas for improvement. These indicators reflect a growing emphasis on measuring and managing sustainability performance in organizations and are likely to become increasingly important as stakeholders demand more transparency and accountability in sustainability reporting. Sustainable Management System (SMS), Environmental Management Accounting (EMA), Sustainability Management Accounting (SMA), and the Composite Index of Sustainable Development (ICSD) are all indicators that reflect the growing emphasis on sustainable practices and accounting frameworks in today’s business and economic. SMS helps organizations integrate sustainability considerations into their operations, while EMA and SMA provide tools for identifying and measuring the environmental and social costs and benefits of business activities. ICSD measures a country’s progress towards sustainable development based on various economic, social, and environmental indicators. These indicators suggest a growing recognition of the importance of sustainability in economic development and decision-making processes, and are likely to become increasingly important as organizations and governments continue to prioritize sustainability.

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21

van der Geer, Eric, Harrie F. J. M. van Tuijl, and Christel G. Rutte. "Performance management in healthcare: Performance indicator development, task uncertainty, and types of performance indicators." Social Science & Medicine 69, no. 10 (November 2009): 1523–30. http://dx.doi.org/10.1016/j.socscimed.2009.08.026.

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22

Lavy, Sarel, John A. Garcia, Phil Scinto, and Manish K. Dixit. "Key performance indicators for facility performance assessment: simulation of core indicators." Construction Management and Economics 32, no. 12 (December 2, 2014): 1183–204. http://dx.doi.org/10.1080/01446193.2014.970208.

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23

White, Joe. "Performance Management Through Societal Performance Indicators." International Journal of Business Intelligence Research 2, no. 4 (October 2011): 29–41. http://dx.doi.org/10.4018/jbir.2011100103.

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Performance management is tied to external forces and stakeholders whose assessment of performance is more focused on societal outcomes than purely financial outcomes. Government, corporate, and even personal performance measurement should take into account societal indicators that link these disparate yet intertwined spheres of influence. New initiatives in both government and commercial sectors are bringing greater understanding of how societal indicators can measure performance. This paper highlights how societal indicators are used to measure performance in corporate and government sectors. Corporate societal indicators are explored primarily though literary research. Government societal indicators are explored through an examination of the EPA and Superfund program. The paper demonstrates that there is synergy between corporate, government, and personal government performance measures and how business intelligence tools are making these relationships more transparent.

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24

Mullen, Penelope M. "Using performance indicators to improve performance." Health Services Management Research 17, no. 4 (November 2004): 217–28. http://dx.doi.org/10.1258/0951484042317723.

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25

Lindberg, Carl-Fredrik, SieTing Tan, JinYue Yan, and Fredrik Starfelt. "Key Performance Indicators Improve Industrial Performance." Energy Procedia 75 (August 2015): 1785–90. http://dx.doi.org/10.1016/j.egypro.2015.07.474.

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26

Kowalczyk, Magdalena. "KEY PERFORMANCE INDICATORS IN LOCAL GOVERNMENT IN POLAND." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 503 (2018): 236–45. http://dx.doi.org/10.15611/pn.2018.503.21.

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27

Ahmed, Ali S., and Tariq N. Ibrahem. "Measuring Performance Efficiency Indicators." Cihan University-Erbil Journal of Humanities and Social Sciences 5, no. 1 (May 30, 2021): 39–44. http://dx.doi.org/10.24086/cuejhss.v5n1y2021.pp39-44.

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Measuring performance efficiency indicators is considered one of the most important topics that public or private companies should undertake, as it provides extensive information on its reality and highlights the most important strengths and weaknesses that guide the company's management, which is considered a fundamental basis for the decision-making process. This study was conducted on the General Company for Agricultural Supplies "GCAS" of the Iraqi Ministry of Agriculture in order to estimate the criteria of the efficiency of its performance in the years (2016) and (2018) and to make comparisons between the two years. The results showed that most of the performance criteria for the year (2018) fell below the base year (2016), which requires a pause to improve the performance efficiency in order to develop its future activity in a manner commensurate with its position in preparing the various agricultural requirements that the agricultural sector deals with. The research included some conclusions related to the decrease in the efficiency of the company's performance in managing working capital in (2018) comparing to the year (2016) as the liquidity ratio fell below the acceptable rates, which indicates that the company's ability to meet its obligations in the future has decreased. The working capital turnover rate also decreased, indicating that it was not used correctly in addition to other reasons. The research also included some important recommendations that enable the company to overcome the failures that it faced during the study period.

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28

Scherpereel, Ccile, C. S. A. (Kris) van Koppen, and G. B. F. (Frederique) Heering. "Selecting Environmental Performance Indicators." Greener Management International 2001, no. 33 (March 1, 2001): 97–115. http://dx.doi.org/10.9774/gleaf.3062.2001.sp.00010.

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29

Hattie, John. "Performance Indicators in Education." Australian Journal of Education 34, no. 3 (November 1990): 249–76. http://dx.doi.org/10.1177/000494419003400304.

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30

Davies, H. T., and J. Lampel. "Trust in performance indicators?" Quality and Safety in Health Care 7, no. 3 (September 1, 1998): 159–62. http://dx.doi.org/10.1136/qshc.7.3.159.

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31

Cater, Colin. "Performance Indicators for Equity." Educational Management & Administration 18, no. 2 (January 1990): 50–54. http://dx.doi.org/10.1177/174114329001800211.

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32

Hodzic, Nedzad, and Ninoslav Gregovic. "Business financial performance indicators." Ekonomski izazovi 4, no. 7 (2015): 72–85. http://dx.doi.org/10.5937/ekoizavov1507072h.

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33

McKee, M. "Indicators of clinical performance." BMJ 315, no. 7101 (July 19, 1997): 142. http://dx.doi.org/10.1136/bmj.315.7101.142.

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34

Hoffmann, Volker H., and Timo Busch. "Corporate Carbon Performance Indicators." Journal of Industrial Ecology 12, no. 4 (August 2008): 505–20. http://dx.doi.org/10.1111/j.1530-9290.2008.00066.x.

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35

GELDERS, LUDO F. "SHOP FLOOR PERFORMANCE INDICATORS." Logistics Information Management 3, no. 1 (January 1990): 45–48. http://dx.doi.org/10.1108/eb007497.

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36

Hale, Andrew. "Why safety performance indicators?" Safety Science 47, no. 4 (April 2009): 479–80. http://dx.doi.org/10.1016/j.ssci.2008.07.018.

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37

Ploos van Amstel, Rien, and Guido D'hert. "Performance Indicators in Distribution." International Journal of Logistics Management 7, no. 1 (January 1996): 73–82. http://dx.doi.org/10.1108/09574099610805458.

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38

McKeon, Tad. "Benchmarks and Performance Indicators." Journal of Nursing Care Quality 10, no. 3 (April 1996): 12–17. http://dx.doi.org/10.1097/00001786-199604000-00005.

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39

Burdová, Eva Krídlová, and Silvia Vilčeková. "Energy performance indicators developing." Energy Procedia 14 (2012): 1175–80. http://dx.doi.org/10.1016/j.egypro.2011.12.1072.

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40

Jussawalla, Meheroo. "International performance indicators telecommunications." Information Economics and Policy 5, no. 3 (October 1993): 270–72. http://dx.doi.org/10.1016/0167-6245(93)90015-9.

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41

Popova, Viara, and Alexei Sharpanskykh. "Modeling organizational performance indicators." Information Systems 35, no. 4 (June 2010): 505–27. http://dx.doi.org/10.1016/j.is.2009.12.001.

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42

Kipp, Alexander, Tao Jiang, Mariagrazia Fugini, and Ioan Salomie. "Layered Green Performance Indicators." Future Generation Computer Systems 28, no. 2 (February 2012): 478–89. http://dx.doi.org/10.1016/j.future.2011.05.005.

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43

Jones, Mark. "Scared of performance indicators." Primary Health Care 12, no. 3 (April 2002): 8. http://dx.doi.org/10.7748/phc.12.3.8.s8.

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44

Lowry, S. "Focus on performance indicators." BMJ 296, no. 6627 (April 2, 1988): 992–94. http://dx.doi.org/10.1136/bmj.296.6627.992.

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45

Kranz, Tobias T., Florian Teschner, and Christof Weinhardt. "Beware of Performance Indicators." Business & Information Systems Engineering 57, no. 6 (August 12, 2015): 349–61. http://dx.doi.org/10.1007/s12599-015-0399-8.

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46

Ham, Dennis C., and Alan C. Marshall. "Audited key performance indicators." Tertiary Education and Management 4, no. 4 (December 1998): 255–62. http://dx.doi.org/10.1007/bf02679430.

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47

АФАНАСЬЕВА, Антонина, Владислав САРЫЧЕВ, and Сергей ЧЕБАКОВ. "Improving bull performance indicators." Животноводство России, no. 7 (July 7, 2022): 51–53. http://dx.doi.org/10.25701/zzr.2022.07.07.003.

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В результате исследования доказано, что включение природного биостимулятора из жмыха пантов марала в рационы быков-производителей черно-пестрой породы позволяет активизировать регуляторные механизмы и обмен веществ в их организме, а также улучшить общее физиологическое состояние животных и показатели, характеризующие уровень их спермопродукции.

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48

Dr. G. Ganesan, Dr G. Ganesan, and P. Parthasarathy P. Parthasarathy. "A Study On Performance Indicators Of Commercial Banks." Indian Journal of Applied Research 1, no. 5 (October 1, 2011): 31–33. http://dx.doi.org/10.15373/2249555x/feb2012/13.

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49

YILDIZ, İsmail, Eylem Can ÖZDEMİR, Funda KAYMAZ, Zeynep YILDIZ, and Velat ŞEN. "APPLICATION OF PERFORMANCE INDICATORS TO A UNIVERSITY HOSPITAL." / International Journal of Health Services Research and Policy 1, no. 1 (January 29, 2016): 2–14. http://dx.doi.org/10.23884/ijhsrp.2016.1.1.01.

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50

Turisová, Renáta, Michal Tkáč, and Miloš Pachta. "Monitoring of process performance by means of financial indicators." Problems and Perspectives in Management 16, no. 3 (September 25, 2018): 477–87. http://dx.doi.org/10.21511/ppm.16(3).2018.38.

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The paper deals with problematic nature of measuring of process performance. It includes a designed procedure of process performance monitoring, evaluation of logistic processes quality, and also measuring of the impact of marketing activities on the profitability of process output, i.e. a product, by means of appropriate indicator.There are several performance indicators that companies use to monitor the performance of their processes and business strategies with respect to their objectives. To monitor these indicators, enterprises rely on dashboards that present one or more indicators along with contextual information to help decision makers identify deviations and their root causes. Associated benefits related to the process performance measurement system can be seen, for example, in better decision-making, flexible human resource management and process management structures. By using rolled steel sheets in a large metallurgical plant as an example, there will be shown how the performance of the rolling process can be improved by monitoring the tangible financial indicator. Subsequently, the experience was from case management companies presented to further incorporate a practical view of implementation and related issues. Finally, the reasons why the organization prefers the observed indicator during implementation of the process performance of measurement system is explored in order to understand the causes and consequences.

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Journal articles on the topic 'Performance indicators'

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