Relevant bibliographies by topics / Performance management

Academic literature on the topic 'Performance management'

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Published: 4 June 2021
Last updated: 6 September 2023

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Journal articles on the topic "Performance management"

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S.Jayakrishna, S. Jayakrishna, N. Sainath N.Sainath, M. V. Subbareddy M.V.Subbareddy, and N. Raji Reddy N.Raji Reddy. "Performance Management System." Indian Journal of Applied Research 1, no. 7 (October 1, 2011): 145–47. http://dx.doi.org/10.15373/2249555x/apr2012/47.

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VIOLET, J. JERLIN, and H. JOSIAH H.JOSIAH. "Performance Management Using Balanced Scorecard." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 1–3. http://dx.doi.org/10.15373/2249555x/apr2014/239.

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Dr. C. Swarnalatha, Dr C. Swarnalatha, and T. S. Prasanna T. S. Prasanna. "Performance Management and Employee Engagement." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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Roy, Swapan Kumar. "An Introduction To Performance Management." International Journal of Scientific Research 1, no. 4 (June 1, 2012): 66–68. http://dx.doi.org/10.15373/22778179/sep2012/24.

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Kim, Gil-Whan. "Evaluating Inventory Management Performance as Measured by Inventory Management Efficiency." International Academy of Global Business and Trade 19, no. 3 (June 30, 2023): 25–43. http://dx.doi.org/10.20294/jgbt.2023.19.3.25.

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Purpose - To measure inventory management performance, we aim to develop a new indicator from which the random variation factor is eliminated. To this end, we propose inventory management efficiency (IME) as a novel metric to which technical efficiency is applied. Design/Methodology/Approach - To properly define IME,we established an inventory turnover function for which the multiplicative model represents the relationship between inventory turnover and its determinants, such as gross margin, capital intensity, and sales surprise, as suggested by Gaur et al. (2005). In addition, based on empirical results and the form of the inventory turnover function, we examine in detail whether the inventory turnover function is well- defined. We then examined the validity of the research model with the inefficiency term, which is a one-sided error, and investigated whether the inventory management inefficiency term exists statistically. Findings - The inventory turnover function suggested in this study is a well-defined function, and IME is an appropriately defined indicator for measuring inventory management performance. Moreover, the actual inventory turnover is determined on average at a level that is less than the maximum inventory turnover expected from the determinants of inventory turnover. Research Implications - IME can be utilized as a newly applicable indicator for evaluating inventory management.
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Nawab, Samina, Tahira Nazir, Muhammad Mohsin Zahid, and Syed Muhammad Fawad. "Knowledge Management, Innovation and Organizational Performance." International Journal of Knowledge Engineering-IACSIT 1, no. 1 (2015): 43–48. http://dx.doi.org/10.7763/ijke.2015.v1.7.

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Pandey, Manoj, and Rajesh Kr Dubey. "Performance Measures in Supply Chain Management." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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Kumar Dahal, Rewan. "Management accounting practices and organizational performance." Problems and Perspectives in Management 20, no. 2 (April 13, 2022): 33–43. http://dx.doi.org/10.21511/ppm.20(2).2022.04.

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Management accounting practices (MAPs) are crucial for manufacturing firms to control diverse organizational operations and improve their organizational performance. The study aimed to analyze the scope of MAPs and their association with the organizational performance of Nepalese manufacturing firms. The outcomes relied on primary data obtained through structured survey from 223 medium to top-level employees of the selected companies. It was found that traditional management accounting practices had greater dominance (β = 0.817, p = 0.000) in the package of MAPs than contemporary management accounting practices (β = 0.707, p = 0.000) in Nepalese manufacturing firms. The extent of use of contemporary management accounting practices was marginally greater (mean = 3.757) than traditional management accounting practices (mean = 3.563). The analysis also disclosed no association of MAPs with organizational performance of Nepalese manufacturing firms. Though the study had a moderately small sample size from the manufacturing industry, future studies may examine the association between MAPs and organizational performance by taking samples of the manufacturing and service industry to ensure comparability and generalizations. The study endeavored to advance management accounting literature by presenting pragmatic evidence on the association of MAPs with organizational performance in the Nepalese scenario.
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Schmidle, Timothy P. "Performance Management." Public Performance & Management Review 35, no. 2 (December 1, 2011): 370–89. http://dx.doi.org/10.2753/pmr1530-9576350206.

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Klingner, Donald E. "Performance Management." Public Integrity 23, no. 6 (November 2, 2021): 639–42. http://dx.doi.org/10.1080/10999922.2021.1959207.

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Dissertations / Theses on the topic "Performance management"

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Heitmann, Volker. "Airline performance management /." Schaan : Gutenberg Verlag, 2005. http://aleph.unisg.ch/hsgscan/hm00142492.pdf.

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Israelsson, Josefine. "Performance Management : – En kvalitativ studie av ledares upplevelser av målstyrningsverktyget Performance Management." Thesis, Stockholm University, Stockholm University, Stockholm University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-28846.

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Performance Management är en process som syftar till att säkerställa att alla inom en organisation arbetar i samma riktning. Detta uppnås genom att öka tydligheten kring organisationens strategiska mål samt koppla dessa till medarbetarens individuella mål. Vidare är det viktigt att kommunicera vad som förväntas av medarbetarna i termer av arbetsprestationer samt hur detta skall uppnås för att lyckas med uppdraget att minska gapet mellan medarbetares arbetsprestationer och ledningens ambitioner (Armstrong & Baron, 2005).Uppsatsens övergripande syfte är att undersöka vilka erfarenheter ledare inom det multinationella telekom- och IT-företaget Logica har av att arbeta med Performance Management samt vilka delar av implementeringen som har varit lätta respektive svåra att genomföra. Vidare vill jag undersöka hur organisationen ytterligare kan förstärka arbetet med Performance Management-processen baserat på ovanstående.Den empiriska undersökningen har genomförts med kvalitativ metod i form av tre stycken fokusgruppintervjuer med ansatsen Experiential Focus Group. Som komplement till fokusgruppintervjuerna har analys av interna dokument som beskriver Performance Management-processen inom Logica, genomförts.Resultatet av undersökningen visar att ledarnas upplevelser av Performance Management-processen varierar beroende på vilken typ av arbetsgrupp man är ledare för. Trots viss problematik vid översättning av processens aktiviteter kopplade till målsättning, utvärdering, uppföljning och feedback till ett svensk arbetssätt, upplever ledarna att processen är ett stöd i ledarskapet. Detta med anledning av att den gör bedömningen av arbetsprestationer mer rättvis samt skapar möjligheter till ökad kommunikation med medarbetare kring personliga och organisatoriska mål.

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Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.

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The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
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Küntzle, Frank. "Performance Management im Lebensmitteleinzelhandel /." [S.l.] : [s.n.], 1999. http://aleph.unisg.ch/hsgscan/hm00002201.pdf.

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ARONI, ANNA. "Performance Management in Healthcare." Doctoral thesis, Università degli Studi di Cagliari, 2018. http://hdl.handle.net/11584/255999.

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The relevance of the efficiency and the interest about the performance management in the public sector, has been highlighted by the New Public Management. Starting from 1980’, public organizations started to put more attention to the performance management and evaluation. A fundamental aspect is to underline the main role of the measurement of performance. Studies in performance measurement have shown that, thanks to an appropriate measurement and management of performance, organizations can have different benefits, in terms of formulation and implementation of organizational strategy, communication of the results achieved and motivation of employees (P. Micheli & Mari, 2014).With reference to the way in which the public organizations should measure their performance, there are many studies about this topic (Elg. et al, 2013). Del Bene (2014) affirmed that the system used to measure and evaluate performance must be conceptually, theoretically and empirically coherent. R.S. Kaplan and Norton (1992) consider that measures should be derived from strategy and represent different dimensions of an organization. In the public healthcare sector, the relevance of performance measurement is justified by the fact that health care organizations have a fundamental impact on the individuals’ life, thus, measuring the way in which these organizations work is fundamental to judge if they are effective and efficient. Currently, there is a higher interest in measuring and reporting performance in this sector, and in some cases there is the problem of having too many measure (Cassel et al., 2014). With reference to the performance management aspect in the Italian Health system, there is not a general model used by all the organizations to measure and manage their performance. Starting from these aspects the first research questions analyzed are: RQ1 “How do Italian healthcare organizations define Organizational Performance?” and RQ2 “Is Organizational Performance measured by Italian healthcare organizations, and if so, how?” In the literature there are some papers that study organizational performance measurement system at regional and national level, as in Italy (Giovanelli et al., 2015; Nuti, Seghieri, & Vainieri, 2013; Nuti, Seghieri, Vainieri, & Zett, 2012; Vittadini, 2012) as in other countries (P.C. Smith, 2002), but there is a lack with reference to the specific way in which each Italian public healthcare organizations measure their organizational performance. To this extent a third and fourth research questions have been analyzed: RQ3 “How do Italian public healthcare organizations measure their organizational performance?” and RQ4 “What are the factors that influence the design of performance measurement systems?” The Italian healthcare service is based on a solidarity approach, according to which all citizens have free access to a set of medical treatments, regardless of personal income or geographical distribution. This approach requires a high level of resources and health spending in Italy at national level is about 9.1% of GDP in 2015, in line with the OECD average (9%) and it is mainly public (77%, vs 73% of the OECD average) (OECD, 2015). To continue the previous researches, an analysis, to observe the presence of connections between performance achieved by Italian public health-care organizations at regional level and the changes in expenditure, will done. In particular, the study started from one research question: RQ5 “Is performance in universal health care provision influenced by changes in public expenditure?” This is the last research questions of this thesis.
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Rana, Atul, and Yaser Hamed. "Performance Management System for Temporary Employees : Understanding differences in Performance Management between Temporary and Permanent Employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31694.

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Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.
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Dickinson, Graham. "Performance measurement and performance management of innovative products." Thesis, University of Bath, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.503368.

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Increasing interest is being shown in performance measurement, in both the academic literature and by practitioners. When implementing innovative products, organisations are facing issues of how to measure and manage the performance of the products concerned and how to do so in a worthwhile way. Reviewing existing literature suggests that there has been limited research on the value of performance measurement and management processes and indeed little conceptual distinction has been made between performance measurement and performance management. A conceptual framework is developed, structured around concepts from the existing literature showing two ways of distinguishing performance measurement and performance management. Performance management processes are shown as broader than performance measurement processes and the influences of the processes on performance are also displayed, another way of differentiating between the two concepts. The framework provides a structure for a pattern matching analysis using empirical data. Empirical data collection involved four case studies, each focusing on a medical device being implemented in the UK public healthcare sector. Forty-six semi-structured interviews explored performance measurement and performance management processes in the implementation of the innovative products, as well as exploring the influences of those processes on performance of the innovative products. The findings from the thesis highlight key performance measurement and performance management processes that occur in the implementation of innovative products, finding that the two can best be distinguished by their influence, or lack of influence, on performance. Performance reporting is also highlighted as a key concept. The findings indicate that performance measurement and reporting processes alone cannot be expected to have an influence on performance, however if performance management processes occur too then they can.
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Haslett, Vaughan. "Performance bonus as entry vehicle to performance management." Thesis, Cape Technikon, 1999. http://hdl.handle.net/20.500.11838/2058.

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Thesis (MTech (Busines Administration))--Cape Technikon, 1999.
The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.
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Jooste, J. L. (Johannes Lodewikus). "A performance management model for physical asset management." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53286.

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Thesis (MScEng)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: Two fundamental aspects in modem business success are performance management and physical asset management. The current problem in the asset management environment is the lack of structured performance management, which is required to effectively control and enhance the dynamics of the asset and its life cycle. The result is ineffective assets with high life cycle costs, which will consequently influence the bottom line and return on investment, negatively. An Asset _eerformance Management Model (APM2 , pronounced A-P-M square) was developed. A sound theoretical foundation together with the experience of a leading asset management consultant resulted in the realization of a model that (i) gives a balanced view of asset performance, (ii) link asset performance to strategic business objectives, (iii) facilitates decision-making and problem solving, and (iv) enhances asset control and continuous improvement. The APM2 was developed by rese~ching and integrating five building blocks, which encompass the model requirements. The APM2 consists of two distinct components, namely: • the APM Reference Structure (APMRS), and • a range of APM Dockets. The APMRS is a basic structure that integrates the various building blocks into a framework for providing guidance and control, giving perspective on the entire model and explaining the high-level content of the model. It consists of five levels, each with a distinct focus: • Levell: Enterprise • Level2: Factory • Level3: Process Unit • Level4: Aggregate • Level5: Component The APM Dockets are a subset of the APMRS, where each level has a docket. These dockets are executable, unit-specific procedures, guiding and leading stakeholders towards improved asset performance. Also each of the five levels consists of six similar and inter-related elements. These elements are the foundation for each docket: lement 1: Stakeholders Element 2: Objectives Element 3: Measures Element 4: External Monitor & Targets Element 5: Responsibilities & Decision-Making Element 6: Control & Continuous Improvement Element 7 represents the link to the next level in the APM Reference Structure. • • • • • • Conclusively the APM2,s simplicity and understandability is realized through the APM Reference Structure, while the range of APM Dockets contribute to the practicality objective. The model has a strong theoretical foundation, but at the same time is generic, to be used in a wide range of industries. A leading asset management consultant plans to integrate the APM2 into their asset management program based on the thesis documentation. This application will test and validate the APM2 in practice. It is further recommended that an asset management program, with the associated APM2 , be used in conjunction with the Theory of Constraints and Total Productive Maintenance, because of obvious relationships. Further research is also suggested in relation with some of the experimental asset life cycle phases as well as certain financial considerations.
AFRIKAANSE OPSOMMING: Twee fundamentele aspekte in hedendaagse besigheidsukses is prestasiebestuur and fisiese batebestuur. Die huidige probleem binne die batebestuursomgewing is die gebrek aan gestruktureerde prestasiebestuur, wat 'n vereiste is vir effektiewe beheer en verbeterings rondom die bate en sy lewensiklus. Die resultaat is oneffektiewe bates met hoë lewensikluskoste wat gevolglik wins en beleggingsopbrengs negatief beïnvloed. 'n Prestasiebestuur Model vir Bates (APM2, uitgespreek as A-P-M square) is ontwikkel. 'n Deeglike teoretiese fondasie tesame metdie ondervinding van vooraanstaande raadgewende batebestuurders, het die realisering van 'n model tot gevolg gehad, wat (i) bateprestasie gebalanseerd voorstel, (ii) bateprestasie met strategiese doelstellings verbind, (iii) besluitneming and probleemoplossing fasiliteer, en (iv) batekontrole en voortdurende verbetering bevorder. Die APM2 is ontwikkel deur middel van die identifisering en integrasie van vyf boustene wat die vereistes vir die modelomvat. Die APM2 bestaan onderskeidelik uit twee komponente, naamlik: • die APM Verwysingstruktuur (APMRS), en • 'n reeks APM Vouers. Die APMRS is 'n basiese struktuur wat die verskillende boustene binne 'n raamwerk integreer en sodoende leiding en beheer fasiliteer, die model as geheel in perspektief stel en die modelinhoud op hoë vlak verduidelik. Dit bestaan uit vyf vlakke, elk met 'n spesifieke fokus: • Vlak 1: Onderneming • Vlak2: Fabriek • Vlak 3: Proseseenheid • Vlak 4: Aggregaat • Vlak 5: Komponent Die APM Vouers is 'n subdeel van die APMRS, waar elke vlak 'n vouer het. Hierdie vouers is uitvoerbare, eenheid-spesifieke prosedures wat deelhebbers lei na beter bateprestasie. Ook bestaan elkeen van die vyf vlakke uit ses soortgelyke en inter-afhanklike elemente. Hierdie elemente is die fondasie vir elk van die vouers: • Element 1: Deelhebbers • Element 2: Doelwitte • Element 3: Metings • Element 4: Eksterne Monitering & Mikpunte • Element 5: Verantwoordelikhede & Besluitneming • Element 6: Kontrole & Voortdurende Verbetering • Element 7 stel die verbinding met die volgende vlak in die APM Verwysingstruktuur voor. Gevolglik word die eenvoud en verstaanbaarheid van die APM2 gerealiseer deur die APM Verwysingstruktuur, terwyl die reeks APM Vouers bydra tot die praktiese doelwit. Die model het 'n sterk teoretiese grondslag, maar terselfdertyd is dit generies, sodat dit in 'n wye spektrum van industrieë gebruik kan word. Gebaseer op die tesis dokumentasie beplan vooraanstaande raadgewende batebestuurders om die APM2 te integreer met hul batsbestuursprogram. Hierdie toepassing sal sodoende die APM2 in die praktyk toets en bekragtig. Dit word verder aanbeveel dat 'n batebestuursprogram, met die geassosieerde APM2, tesame met die Theory of Constraints en Total Productive Maintenance gebruik word, as gevolg van voor die hand liggende verwantskappe. Verdere navorsing word ook voorgestel in verband met die eksperimentele fases binne die batelewensiklus, asook rakende sekere finansiële oorwegings.
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Wild, Christine. "Excellence durch integriertes Performance Management." [S.l.] : [s.n.], 2007. http://opus.kobv.de/tuberlin/volltexte/2007/1582.

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Books on the topic "Performance management"

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Performance management. 2nd ed. New York: McGraw-Hill, 2012.

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Chartered Association of Certified Accountants. Performance management. 3rd ed. London: BPP Professional Education, 2003.

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Thorpe, Richard, and Jacky Holloway, eds. Performance Management. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230288942.

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Suff, Paul. Performance management. London: Eclipse Group, 1996.

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COKINS, GARY, ed. Performance Management. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119205548.

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Rolstadås, Asbjørn, ed. Performance Management. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-1212-3.

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Committee, Connecticut General Assembly Legislative Program Review and Investigations. Performance management. Hartford, CT: The Committee, 1999.

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(Firm), BPP Learning Media. Performance management. London: BPP Learning Media, 2013.

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Services, Incomes Data, ed. Performance management. London: Incomes Data Services, 1992.

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Tapomoy, Deb, ed. Performance management. Oxford: Oxford Univ Press, 2008.

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Book chapters on the topic "Performance management"

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Greene, Robert J. "Performance Management." In Rewarding Performance, 18–38. 2 Edition. | New York : Routledge, 2019. | Revised edition of the author’s Rewarding performance, 2011.: Routledge, 2018. http://dx.doi.org/10.4324/9780429429019-3.

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Preen, Alexander v., Hans-Georg Blang, Giuseppe Costa, and Wibke Schmidt. "Stage 4: Performance Management performance management." In Strategic Human Resource Development, 135–57. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31473-5_8.

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Andersen, Bjørn, Harald Bredrup, Reinholdt Bredrup, and Karianne Prytz. "Management Concepts." In Performance Management, 291–306. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-1212-3_14.

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Bredrup, Reinholdt. "Production Management." In Performance Management, 307–45. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-1212-3_15.

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Rolstadås, AsbjØrn. "Project Management." In Performance Management, 347–63. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-1212-3_16.

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Greene, Robert J. "Rewards Management." In Rewarding Performance, 39–66. 2 Edition. | New York : Routledge, 2019. | Revised edition of the author’s Rewarding performance, 2011.: Routledge, 2018. http://dx.doi.org/10.4324/9780429429019-4.

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Coppin, Alan. "Performance Management." In The Human Capital Imperative, 75–81. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49121-9_10.

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Lebrenz, Christian. "Performance Management." In Strategie und Personalmanagement, 265–98. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-29033-7_10.

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van Aartsengel, Aristide, and Selahattin Kurtoglu. "Performance Management." In Management for Professionals, 77–80. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35904-0_7.

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Götz, Klaus. "Performance Management." In Führungskräfteentwicklung, 67–80. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-41060-4_4.

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Conference papers on the topic "Performance management"

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Heger, Christoph, André van Hoorn, Mario Mann, and Dušan Okanović. "Application Performance Management." In ICPE '17: ACM/SPEC International Conference on Performance Engineering. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3030207.3053674.

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Cleven, Anne, Robert Winter, and Felix Wortmann. "Process performance management." In the 2011 ACM Symposium. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1982185.1982250.

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Анна Александровна, Храмченко,, and Габрелян, Ольга Валерьевна. "FINANCIAL PERFORMANCE MANAGEMENT." In Научные исследования в современном мире. Теория и практика: сборник статей международной научной конференции (Санкт-Петербург, Ноябрь 2022). Crossref, 2022. http://dx.doi.org/10.37539/221107.2022.51.92.006.

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Abstract:
Выбор темы работы обоснован тем, что в современных условиях важно выживать любой организации несмотря на оформление кредитов, привлечение инвестиций и др. Для управления финансовых результатов организации применяются различные методы, которые должны учитывать внешние и внутренние факторы. Так внешние факторы почти не зависят от предприятий, однако внутренние факторы являются зависимыми от деятельности предприятия и влияют на финансовое его состояние. The choice of the topic of work is justified by the fact that in modern conditions it is important for any organization to survive, despite obtaining loans, attracting investments, etc. Various methods are used to manage the financial results of an organization, which should take into account external and internal factors. So external factors almost do not depend on enterprises, however, internal factors are dependent on the activities of the enterprise and affect its financial condition.
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"INTEGRATED PERFORMANCE MANAGEMENT." In 7th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0002551301740178.

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"INTEGRATED PERFORMANCE MANAGEMENT." In 7th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0002551402940299.

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Snodgrass, Mary Beth, Colby Hafner, Joanne Howard, and Soledad Milius. "Integrating Social Performance Management: A Comparison With HSE Performance Management." In SPE Americas E&P Health, Safety, Security and Environmental Conference. Society of Petroleum Engineers, 2013. http://dx.doi.org/10.2118/163770-ms.

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"Irrigation System Performance." In Irrigation Systems Management. St. Joseph, MI: American Society of Agricultural and Biological Engineers, 2021. http://dx.doi.org/10.13031/ism.2021.5.

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Grosvenor, R. I. "Intelligent process monitoring and management." In IEE Seminar Control Loop Performance Assessment. IEE, 2002. http://dx.doi.org/10.1049/ic:20020226.

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Patchigolla, Venkata N. Ramarekha, John Springer, and Kyle Lutes. "Embedded Database Management Performance." In 2011 Eighth International Conference on Information Technology: New Generations (ITNG). IEEE, 2011. http://dx.doi.org/10.1109/itng.2011.171.

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Amar, Rahil. "Drilling Performance Management System." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2007. http://dx.doi.org/10.2523/iptc-11099-ms.

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Reports on the topic "Performance management"

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IT Corporation, Las Vegas, NV. Performance Management Plan. Office of Scientific and Technical Information (OSTI), August 2002. http://dx.doi.org/10.2172/801188.

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EDER, D. M. Environmental Management Performance Report. Office of Scientific and Technical Information (OSTI), May 2002. http://dx.doi.org/10.2172/807758.

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EDER, D. M. Environmental Management Performance Report. Office of Scientific and Technical Information (OSTI), July 2002. http://dx.doi.org/10.2172/807979.

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Damania, Bhavesh, Steve Vestal, Devesh Bhatt, and Rashmi Bhatt. Avionics System Performance Management. Fort Belvoir, VA: Defense Technical Information Center, May 1998. http://dx.doi.org/10.21236/ada388145.

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Frederiksen, Anders, Lisa Kahn, and Fabian Lange. Supervisors and Performance Management Systems. Cambridge, MA: National Bureau of Economic Research, April 2017. http://dx.doi.org/10.3386/w23351.

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Young, Stanley, and Dennis So Ting Fong. Arterial Performance Management System Lexicon. Purdue University, December 2017. http://dx.doi.org/10.5703/1288284316565.

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EDER, D. M. Environmental Management Performance Report June 2000. Office of Scientific and Technical Information (OSTI), June 2000. http://dx.doi.org/10.2172/803922.

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EDER, D. M. Environmental Management Performance Report July 2000. Office of Scientific and Technical Information (OSTI), July 2000. http://dx.doi.org/10.2172/804217.

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EDER, D. M. Environmental Management Performance Report August 2000. Office of Scientific and Technical Information (OSTI), August 2000. http://dx.doi.org/10.2172/804465.

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EDER, D. M. Environmental Management Performance Report September 2000. Office of Scientific and Technical Information (OSTI), September 2000. http://dx.doi.org/10.2172/804746.

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