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Journal articles on the topic 'Performance monitoring'

To see the other types of publications on this topic, follow the link: Performance monitoring.

Author: Grafiati

Published: 4 June 2021

Last updated: 13 April 2024

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1

Laxmi, A. Sindura, and Sandeep Patil. "The Student Performance Monitoring Using ARM9." International Journal of Scientific Research 1, no. 7 (June 1, 2012): 66–69. http://dx.doi.org/10.15373/22778179/dec2012/27.

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2

Alfred-Shalom, Hakkert. "Performance monitoring." Accident Analysis & Prevention 19, no. 2 (April 1987): 150–52. http://dx.doi.org/10.1016/0001-4575(87)90036-4.

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3

Chen, T. M., and L. Hu. "Internet performance monitoring." Proceedings of the IEEE 90, no. 9 (September 2002): 1592–603. http://dx.doi.org/10.1109/jproc.2002.802006.

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4

Avkiran, Necmi K. "Monitoring Hotel Performance." Journal of Asia-Pacific Business 4, no. 1 (July 2002): 51–66. http://dx.doi.org/10.1300/j098v04n01_04.

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5

Alder, G. Stoney, and Phillip K. Tompkins. "Electronic Performance Monitoring." Management Communication Quarterly 10, no. 3 (February 1997): 259–88. http://dx.doi.org/10.1177/0893318997010003001.

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6

Purdy, Mark. "Modern Performance Monitoring." Queue 4, no. 1 (February 2006): 48–57. http://dx.doi.org/10.1145/1117389.1117404.

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7

Blackstone, Eugene H. "Monitoring surgical performance." Journal of Thoracic and Cardiovascular Surgery 128, no. 6 (December 2004): 807–10. http://dx.doi.org/10.1016/j.jtcvs.2004.03.022.

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8

Brooks, Kelly, Jeremy G. Carter, and Elizabeth Leal. "Monitoring Sports Performance." Medicine & Science in Sports & Exercise 46 (May 2014): 50. http://dx.doi.org/10.1249/01.mss.0000493315.62309.f7.

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9

Chapman, Stephen K. "Monitoring SEM Performance." Microscopy and Microanalysis 7, S2 (August 2001): 822–23. http://dx.doi.org/10.1017/s143192760003018x.

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I was trained as a transmission electron microscope engineer in the mid 1960s. I took resolution tests at least once each year and calibrated all of the microscopes that I attended, it was considered a standard procedure for those maintaining an instrument. Moving into the scanning electron microscope field in the mid 1970s it was natural to carry this practice over to that instrument, but in those days this was considered to be extreme. Now, as a consultant in electron microscopy, I routinely carry out SEM resolution, magnification calibration and contamination rate tests on the instruments that I use. I train operators in the role of preventative maintenance and encourage them to know as much as possible about their instruments as this increases their ability to fault find and maintain their own instruments.Resolution - in many laboratories most tungsten hairpin instruments are set up for extended filament life rater than for high resolution.

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10

Lovegrove, Jocelyn, Chris Sherlaw-Johnson, and Steve Gallivan. "Monitoring Surgical Performance." OR Insight 11, no. 3 (July 1998): 2–6. http://dx.doi.org/10.1057/ori.1998.13.

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11

Kilper, D. C., R. Bach, D. J. Blumenthal, D. Einstein, T. Landolsi, L. Ostar, M. Preiss, and A. E. Willner. "Optical Performance Monitoring." Journal of Lightwave Technology 22, no. 1 (January 2004): 294–304. http://dx.doi.org/10.1109/jlt.2003.822154.

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12

DeWolf, John T., Robert G. Lauzon, and Michael P. Culmo. "Monitoring Bridge Performance." Structural Health Monitoring: An International Journal 1, no. 2 (June 2002): 129–38. http://dx.doi.org/10.1177/1475921702001002001.

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13

Fenner, Deborah B., F. Javier Lerch, and Carol T. Kulik. "COMPUTERIZED PERFORMANCE MONITORING AND PERFORMANCE APPRAISAL." ACM SIGCHI Bulletin 21, no. 3 (January 1990): 25–29. http://dx.doi.org/10.1145/379088.1046609.

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14

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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15

Basham, C. A., and P. H. Orr. "Monitoring TB program performance." International Journal of Tuberculosis and Lung Disease 26, no. 7 (July 1, 2022): 692–93. http://dx.doi.org/10.5588/ijtld.22.0194.

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16

Dimson, Elroy, and Andrew Jackson. "High-Frequency Performance Monitoring." Journal of Portfolio Management 28, no. 1 (October 31, 2001): 33–43. http://dx.doi.org/10.3905/jpm.2001.319821.

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17

Magiera, Frank T. "High–Frequency Performance Monitoring." CFA Digest 32, no. 2 (May 2002): 73–74. http://dx.doi.org/10.2469/dig.v32.n2.1081.

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18

Joe Qin, S., and Jie Yu. "MULTIVARIABLE CONTROLLER PERFORMANCE MONITORING." IFAC Proceedings Volumes 39, no. 2 (2006): 593–600. http://dx.doi.org/10.3182/20060402-4-br-2902.00593.

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19

Kruse, Daniele Francesco, and Karol Kruzelecki. "Modular Software Performance Monitoring." Journal of Physics: Conference Series 331, no. 4 (December 23, 2011): 042014. http://dx.doi.org/10.1088/1742-6596/331/4/042014.

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20

Goulet, James-A., Prakash Kripakaran, and Ian F. C. Smith. "Multimodel Structural Performance Monitoring." Journal of Structural Engineering 136, no. 10 (October 2010): 1309–18. http://dx.doi.org/10.1061/(asce)st.1943-541x.0000232.

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21

Salz, Peggy Anne. "Monitoring mobile app performance." Journal of Direct, Data and Digital Marketing Practice 15, no. 3 (January 2014): 219–21. http://dx.doi.org/10.1057/dddmp.2014.9.

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22

Hughes, C., and N. Herrmann. "Performance monitoring in transfusion." Pathology 44 (2012): S82. http://dx.doi.org/10.1016/s0031-3025(16)32826-4.

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23

Moore, Wesley S. "Monitoring vascular surgical performance." Journal of Vascular Surgery 13, no. 4 (April 1991): 532–37. http://dx.doi.org/10.1067/mva.1991.27215.

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24

Jocham, Gerhard, and Markus Ullsperger. "Neuropharmacology of performance monitoring." Neuroscience & Biobehavioral Reviews 33, no. 1 (January 2009): 48–60. http://dx.doi.org/10.1016/j.neubiorev.2008.08.011.

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25

Chapman, Steve. "Monitoring Electron Microscope Performance." Microscopy Today 9, no. 4 (May 2001): 20–25. http://dx.doi.org/10.1017/s155192950005731x.

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It is most important that any test specimens used to audit an instrument are from a traceable source and are certified by a recognised body.Traditional methods for the evaluation of resolution in the scanning electron microscope rely upon a high-density particle upon a low-density substrate, the most popular method being evaporated gold on a carbon substrate. Although most manufacturers use this method, it is subject to abuse as there is no inbuilt magnification standard and therefore the evaluation of the image may only be made through measurement. To simply judge the specimen by appearance as most scientists do, could lead to a misleading result.An ideal specimen for the evaluation of scanning electron microscope performance is dried polystyrene latex sputter coated with gold, or gold palladium for the evaluation of higher performance (e.g., field emission instruments) (Figure1). The specimen requires very pure polystyrene latex that is allowed to settle and dry down over a period of time sufficient for it to form a solid block. The block is fixed to a specimen stub with silver Dag and the adhesive allowed to dry.

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26

Kempczinski, Richard F. "Monitoring vascular surgical performance." Journal of Vascular Surgery 13, no. 4 (April 1991): 532–37. http://dx.doi.org/10.1016/0741-5214(91)90315-l.

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27

Lynch, C. B., and G. A. Dumont. "Control loop performance monitoring." IEEE Transactions on Control Systems Technology 4, no. 2 (March 1996): 185–92. http://dx.doi.org/10.1109/87.486345.

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28

Ueno, Sadao, and Itaru Nakamori. "Real–Time Performance Monitoring." JAPAN TAPPI JOURNAL 73, no. 3 (2019): 225–30. http://dx.doi.org/10.2524/jtappij.73.225.

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29

Ueno, Sadao. "Real-Time Performance Monitoring." JAPAN TAPPI JOURNAL 74, no. 3 (2020): 239–43. http://dx.doi.org/10.2524/jtappij.74.239.

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30

Schleifer, Lawrence M. "Electronic performance monitoring (EPM)." Applied Ergonomics 23, no. 1 (February 1992): 4–5. http://dx.doi.org/10.1016/0003-6870(92)90004-f.

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31

Belfield, Richard, and David Marsden. "Performance pay, monitoring environments, and establishment performance." International Journal of Manpower 24, no. 4 (June 2003): 452–71. http://dx.doi.org/10.1108/01437720310485933.

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32

Williams, Bronwyn. "Performance monitoring and transfusion QAP performance levels." Pathology 45 (2013): S38. http://dx.doi.org/10.1097/01.pat.0000426815.34785.40.

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33

Griffith, Terri L. "Monitoring and Performance: A Comparison of Computer and Supervisor Monitoring1." Journal of Applied Social Psychology 23, no. 7 (April 1993): 549–72. http://dx.doi.org/10.1111/j.1559-1816.1993.tb01103.x.

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34

Jang, Kyeong-Uk, Joo-Hyun Lee, Seong-Won Lee, and Seung-Ho Lee. "Design of Stack Monitoring System with Improved Performance." Journal of IKEEE 20, no. 3 (September 30, 2016): 299–302. http://dx.doi.org/10.7471/ikeee.2016.20.3.299.

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35

Janoško, I., T. Polonec, and S. Lindák. "Performance parameters monitoring of the hydraulic system with bio-oil." Research in Agricultural Engineering 60, Special Issue (December 30, 2014): S37—S43. http://dx.doi.org/10.17221/32/2013-rae.

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In environmental terms, hydraulic fluids used in the hydraulic system of municipal vehicles represent problems related to a potential leakage from the system into the environment and the subsequent contamination of groundwater and soil. More environment-friendly way is to use green hydraulic fluids that are biodegradable in accidents. This paper aims to investigate the possibilities of biodegradable oil application and its adaptation in the hydraulic systems of municipal vehicles by monitoring the impact of the bio-oil Mobil EAL 46 ESSO on the performance parameters as flow, efficiency, durability, etc. Hydraulic pump revolutions were measured using a non-contact sensor based on the principle of magnetic induction change. Method of tightness monitoring was used to achieve results for functionality and wear of the hydraulic system. During 600 h of the test period no significant deterioration of performance parameters was detected. Results are useful for companies involved in waste collection.

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36

Mulvaney, C. J., and D. J. Maccoll. "Monitoring and benchmarking farm performance." NZGA: Research and Practice Series 16 (January 1, 2016): 87–93. http://dx.doi.org/10.33584/rps.16.2016.3262.

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Summary StockCARE has become recognised as a programme that can add value to sheep and beef farm businesses. The recognition is most likely built on some of the key features and benefits: â€¢ A systems based programme which has been proven to add value â€¢ Monitoring and benchmarking are the platform, but the intensity of the collection, interpretation and utilisation of information related to key drivers of every production system, is unique â€¢ StockCARE has a proven framework for a disciplined approach to the collection and analysis of production information. â€¢ The initial emphasis is on identifying, understanding and defining the factors that may limit performance, before solutions are considered â€¢ Farmers are encouraged to create a strong business team and develop strong relationships with people such as bankers, agronomists, fertiliser representatives and stock agents â€¢ StockCARE is about helping farmers optimise their business performance because not every farmer can be the "best" â€¢ StockCARE is long term, with on-going support for continuous improvement.

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37

Wholey, Joseph S., and Harry P. Hatry. "The Case for Performance Monitoring." Public Administration Review 52, no. 6 (November 1992): 604. http://dx.doi.org/10.2307/977173.

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38

Angeline, P. M. Sneha. "Performance Monitoring of Transformer Parameters." IJIREEICE 3, no. 8 (August 15, 2015): 49–51. http://dx.doi.org/10.17148/ijireeice.2015.3811.

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39

Anoshina, Yuliya. "MONITORING PERFORMANCE ASSESSMENT TAX AUTHORITIES." Russian Journal of Management 10, no. 1 (April 19, 2022): 11–15. http://dx.doi.org/10.29039/2409-6024-2022-10-1-11-15.

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For the timely execution of tax obligations, tax authorities create trusting relations with taxpayers, providing them with comfortable conditions and a high level of quality of services provided for the timely fulfillment of obligations. The article considers: the composition and structure of tax authorities; indicators for assessing and planning the effectiveness of the tax authorities of Russia, to which the Federal Tax Service refers. Special attention is paid to the analysis of tax revenues to the consolidated budget, their collection and debt.

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40

Tajima, Keisuke. "Monitoring Ship Performance at Sea." Marine Engineering 57, no. 2 (March 1, 2022): 145–49. http://dx.doi.org/10.5988/jime.57.145.

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41

Shepherd, Sharon, and Richard N. Formica. "Improving Transplant Program Performance Monitoring." Current Transplantation Reports 8, no. 4 (November 2, 2021): 293–300. http://dx.doi.org/10.1007/s40472-021-00344-z.

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42

Thrasher, T. S. "Well Performance Monitoring: Case Histories." SPE Production & Facilities 10, no. 03 (August 1, 1995): 177–83. http://dx.doi.org/10.2118/26181-pa.

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43

Clayton, Richard H., Alan Murray, and Derek T. Pearson. "Monitoring oxygenator gas exchange performance." Perfusion 9, no. 3 (May 1994): 163–71. http://dx.doi.org/10.1177/026765919400900303.

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44

Sajad, Amirsaman, David C. Godlove, and Jeffrey D. Schall. "Cortical microcircuitry of performance monitoring." Nature Neuroscience 22, no. 2 (January 14, 2019): 265–74. http://dx.doi.org/10.1038/s41593-018-0309-8.

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45

Donabedian, Avedis. "Specialization in Clinical Performance Monitoring." Quality Assurance and Utilization Review 5, no. 4 (November 1990): 114–20. http://dx.doi.org/10.1177/0885713x9000500404.

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46

Westerberg, Jacob A., Alexander Maier, Geoffrey F. Woodman, and Jeffrey D. Schall. "Performance Monitoring during Visual Priming." Journal of Cognitive Neuroscience 32, no. 3 (March 2020): 515–26. http://dx.doi.org/10.1162/jocn_a_01499.

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Repetitive performance of single-feature (efficient or pop-out) visual search improves RTs and accuracy. This phenomenon, known as priming of pop-out, has been demonstrated in both humans and macaque monkeys. We investigated the relationship between performance monitoring and priming of pop-out. Neuronal activity in the supplementary eye field (SEF) contributes to performance monitoring and to the generation of performance monitoring signals in the EEG. To determine whether priming depends on performance monitoring, we investigated spiking activity in SEF as well as the concurrent EEG of two monkeys performing a priming of pop-out task. We found that SEF spiking did not modulate with priming. Surprisingly, concurrent EEG did covary with priming. Together, these results suggest that performance monitoring contributes to priming of pop-out. However, this performance monitoring seems not mediated by SEF. This dissociation suggests that EEG indices of performance monitoring arise from multiple, functionally distinct neural generators.

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47

Liang, Pierre Jinghong, Madhav Rajan, and Korok Ray. "Performance monitoring by managerial teams." Journal of Centrum Cathedra 9, no. 2 (December 2, 2016): 92–119. http://dx.doi.org/10.1108/jcc-09-2016-0011.

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Purpose This paper aims to explore the design of management teams when the critical task facing individual managers is monitoring the performance of worker teams and producing performance measures under uncertain information environments. Design/methodology/approach The authors use a multi-agent LEN framework – linear contract, exponential utility and normal density – to model the incentive provision and organizational design. Findings The main lesson is that the use of performance measures under uncertainty is greatly affected by the potential for free-riding in the very monitoring activities which generate the measures to begin with. Accordingly, the value of having a management team, that is the incremental benefit of having a second manager, depends on the monitoring technology. Of particular importance are the potential free-riding in monitoring effort among multiple managers and synergies gained from having more than one manager, such as correlation among the performance measures produced or improvement due to splitting workers pool into separate groups for each manager to monitor separately. Originality/value The paper pushes this line of research further by explicitly modeling the endogenous process of signal generation within a rich economic environment. In this environment, number of workers being evaluated and number of managers who produce the signals are both endogenous. Furthermore, both workers and managers are subject to moral hazard problem. In particular, the managers suffer from potential free-riding problems but may benefit from synergistic forces due to team monitoring.

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48

Sajad, Amirsaman, and Jeffrey Schall. "MICROCIRCUITRY OF VISUAL PERFORMANCE MONITORING." Journal of Vision 17, no. 10 (August 31, 2017): 1150. http://dx.doi.org/10.1167/17.10.1150.

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49

KLEINER, MORRIS M., GERALD NICKELSBURG, and ADAM PILARSKI. "Monitoring, Grievances, and Plant Performance." Industrial Relations 34, no. 2 (April 1995): 169–89. http://dx.doi.org/10.1111/j.1468-232x.1995.tb00367.x.

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50

Pau, L. F. "Failure Diagnosis and Performance Monitoring." IEEE Transactions on Reliability 35, no. 4 (1986): 477. http://dx.doi.org/10.1109/tr.1986.4335511.

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