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Journal articles on the topic 'Key performance indicators'

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Published: 4 June 2021
Last updated: 25 May 2024

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1

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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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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3

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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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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Nekrashevych, Olena Vasylivna, and Yuriy Mikhailovich Kovrigo. "Overview of key performance indicators." Modeling, Control and Information Technologies, no. 3 (November 5, 2019): 108–9. http://dx.doi.org/10.31713/mcit.2019.65.

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A set of key performance indicators (KPIs) formanufacturing operation management is introduced in the ISO22400 standart. In this paper, a framework is introduced in orderto solve the problem of dividing into types all the 38 KPIs.
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Gabcanova, Iveta. "Human Resources Key Performance Indicators." Journal of Competitiveness 4, no. 1 (March 30, 2012): 117–28. http://dx.doi.org/10.7441/joc.2012.01.09.

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7

Grabowska, Sandra. "Key performance indicators – case study." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 108 (2017): 105–11. http://dx.doi.org/10.29119/1641-3466.2017.108.10.

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Tolmachev, Alexander. "Healthcare department: key performance indicators." Remedium. Journal about the Russian market of medicines and medical equipment, no. 3 (2013): 51–54. http://dx.doi.org/10.21518/1561-5936-2013-3-51-54.

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9

Shahin, Arash, and M. Ali Mahbod. "Prioritization of key performance indicators." International Journal of Productivity and Performance Management 56, no. 3 (March 20, 2007): 226–40. http://dx.doi.org/10.1108/17410400710731437.

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Pearson, Alan. "Key performance indicators for nursing." International Journal of Nursing Practice 9, no. 6 (October 28, 2003): 337. http://dx.doi.org/10.1046/j.1440-172x.2003.00450.x.

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Nair, Aparna, and Seema K. Nayar. "Key performance indicators of sustainability." IOP Conference Series: Earth and Environmental Science 491 (July 8, 2020): 012047. http://dx.doi.org/10.1088/1755-1315/491/1/012047.

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Dickens, Geoff, and Philip Sugarman. "Key performance indicators and HoNOS." British Journal of Healthcare Management 16, no. 9 (September 2010): 431–35. http://dx.doi.org/10.12968/bjhc.2010.16.9.78369.

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Ling, Florence Yean Yng, and Shanny Peh. "Key Performance Indicators For Measuring Contractors' Performance." Architectural Science Review 48, no. 4 (December 2005): 357–65. http://dx.doi.org/10.3763/asre.2005.4843.

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Afanasenko, Darya, Natalya Barkova, and Anna Tkhai. "USING KEY PERFORMANCE INDICATORS AT WORK WITH THE CUSTOMS REPRESENTATIVE." VESTNIK UNIVERSITETA, no. 12 (2018): 5–9. http://dx.doi.org/10.26425/1816-4277-2018-12-5-9.

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Abdullayev, A. Sh. "THE SIGNIFICANCE OF STRESS MANAGEMENT FOR TEACHERS' KEY PERFORMANCE INDICATORS." American Journal Of Social Sciences And Humanity Research 03, no. 03 (March 1, 2023): 78–82. http://dx.doi.org/10.37547/ajsshr/volume03issue03-17.

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16

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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17

Choi, Jae-Hwi, Hyo-Won Sohn, and Sun-Kuk Kim. "Key Performance Indicators of Building Project." Journal of the Korea Institute of Building Construction 11, no. 1 (February 20, 2011): 61–72. http://dx.doi.org/10.5345/jkic.2011.02.1.061.

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18

Helmus, J., and R. van den Hoed. "Key Performance Indicators of Charging infrastructure." World Electric Vehicle Journal 8, no. 4 (December 30, 2016): 733–41. http://dx.doi.org/10.3390/wevj8040733.

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ZAGAJEWSKI, Arkadiusz, and Sebastian SANIUK. "Key performance indicators in e-commerce." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 118 (2018): 691–702. http://dx.doi.org/10.29119/1641-3466.2018.118.54.

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20

Levin, Roger P. "The importance of key performance indicators." Journal of the American Dental Association 143, no. 11 (November 2012): 1248–49. http://dx.doi.org/10.14219/jada.archive.2012.0072.

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21

Haddadi, Firoozeh, and Tahere Yaghoobi. "Key indicators for organizational performance measurement." Management Science Letters 4, no. 9 (2014): 2021–30. http://dx.doi.org/10.5267/j.msl.2014.8.019.

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22

Lawther, Wendell C., and Lawrence Martin. "Availability Payments and Key Performance Indicators." Public Works Management & Policy 19, no. 3 (April 10, 2014): 219–34. http://dx.doi.org/10.1177/1087724x14528476.

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23

Bishop, David A. "Key Performance Indicators: Ideation to Creation." IEEE Engineering Management Review 46, no. 1 (March 1, 2018): 13–15. http://dx.doi.org/10.1109/emr.2018.2810104.

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24

Norp, Toon. "5G Requirements and Key Performance Indicators." Journal of ICT Standardization 6, no. 1 (2018): 15–30. http://dx.doi.org/10.13052/jicts2245-800x.612.

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Banu, Geanina Silviana. "Measuring innovation using key performance indicators." Procedia Manufacturing 22 (2018): 906–11. http://dx.doi.org/10.1016/j.promfg.2018.03.128.

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26

Körkel, S., H. Arellano-Garcia, J. Schöneberger, G. Wozny, and H. Schulze. "Optimale Versuchsplanung für Key Performance Indicators." Chemie Ingenieur Technik 80, no. 9 (September 2008): 1342–43. http://dx.doi.org/10.1002/cite.200750513.

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27

Anuradha, Dr K., B. Subasri, and S. Vignesh. "A Study on the Academic Performance of College Teachers based on Key Performance Indicators." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 259–61. http://dx.doi.org/10.31142/ijtsrd10825.

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28

Shahandashti, Mohsen, Baabak Ashuri, Ali Touran, Reza Masoumi, and Edward Minchin. "Construction Portfolio Performance Management Using Key Performance Indicators." Journal for the Advancement of Performance Information and Value 10, no. 2 (December 3, 2018): 85–101. http://dx.doi.org/10.37265/japiv.v10i2.16.

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The purpose of this study is to determine the relative importance of key results areas (KRAs) and develop key performance indicators (KPIs) for construction portfolio performance management. The research methodology consists of the following steps: (1) Designing and conducting a fact-finding survey of owners and contractors to determine the relative importance of KRAs; (2) Designing and conducting structured interviews to develop KPIs; and (3) Assessing the usefulness of the results. Unlike the literature that has consistently highlighted the importance of risk management for construction portfolio performance management, risk management is not among top five KRAs (schedule, cost, cash flow, change management and safety) identified in the survey. This represents the significant gap in how research community and industry look at portfolio performance management. When it comes to dashboard development, contractors and owners have different KRAs within their dashboard for portfolio management. The limited knowledge about the relative importance of KRAs is one of the most important barriers towards managing project portfolios. This study is the first attempt to critically examine the literature and practice of construction portfolio performance management in order to highlight noteworthy differences between KRAs studied by the research community and implemented by the industry.
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29

MUNTEAN, Mihaela I., Diana TARNAVEANU, and Ana Raluca ION. "E-Commerce Performance. Shopping Cart Key Performance Indicators." Informatica Economica 20, no. 1/2016 (March 30, 2016): 62–71. http://dx.doi.org/10.12948/issn14531305/20.1.2016.06.

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30

Sanchez, Hynuk, and Benoît Robert. "Measuring Portfolio Strategic Performance Using Key Performance Indicators." Project Management Journal 41, no. 5 (December 2010): 64–73. http://dx.doi.org/10.1002/pmj.20165.

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31

Bhattara, Subash Kumar. "Analysis of Key Performance Indicators in Health Building Construction in Nepal." Journal of Advanced Research in Civil and Environmental Engineering 08, no. 3&4 (September 22, 2021): 18–30. http://dx.doi.org/10.24321/2393.8307.202107.

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Key Performance Indicators (KPI) in a construction project show how successfully the project has been executed. The information from the KPI measurement guides the implementer to collect the feedback which can be fed in for the new projects to be implemented. This study aim was to assess key performance indicators for health building construction, its ranking, the most important affecting factor for each KPI, and how to improving KPIs in a health building construction in Nepal. The data were collected from project stakeholders through a questionnaire survey. The project stakeholders were the contractors and health building section personnel of DUDBC. Data were summarized, analyzed, and presented in tables using Microsoft Excel. The study found that the stakeholders working in health building construction projects thought quality factor as the most important KPI with the first rank. The cost factor and time factor are correspondingly second and third-ranked, whereas, client satisfaction is the least important KPI. The study also showed the Relative Importance Index (RII) for the various factors affecting each KPI in the health building construction. For KPI-cost most important affecting factor is price escalation. For KPI-time it is the approved project schedule. The possible ways to improve the KPIs in health building construction are listed as conducting regular management meeting, implementing the provisions of the contract agreement, establishment of the proper communication system, timely monitoring of the progress, establishment of quality assurance and control system, adaptation of the cost and schedule control system, ensure the proper health and safety provisions to the workers, an early warning system for changes, regular updates of the work plan and program, regular training on project management, proper site management, proper management of manpower involved in the construction and better inventory management of contractors.
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32

Bakhrom, Umirova Maftuna. "KEY PERFORMANCE INDICATORS IN SERVICE ORGANIZATIONS: GLOBAL PRACTICES IN KPI APPLICATION." International Journal of Advance Scientific Research 4, no. 1 (January 1, 2024): 52–62. http://dx.doi.org/10.37547/ijasr-04-01-10.

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In the modern business landscape, service organizations face numerous challenges in maintaining and improving their operational efficiency, customer satisfaction, and overall performance. Key Performance Indicators (KPIs) have emerged as vital tools for measuring and managing the performance of service organizations across the globe. This article provides a comprehensive overview of the role of KPIs in service organizations, highlighting their significance, common practices, and global applications. Drawing upon various case studies and real-world examples, we explore how service organizations worldwide utilize KPIs to drive excellence and achieve their strategic objectives.
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33

Kryukov, Dmitry, and Raimonds Strauss. "Information security governance as key performance indicator for financial institutions." Scientific Journal of Riga Technical University. Computer Sciences 38, no. 38 (January 1, 2009): 161–67. http://dx.doi.org/10.2478/v10143-009-0014-x.

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Information security governance as key performance indicator for financial institutions Due to their nature financial institutions and their performance are in constant focus of attention from different stakeholder groups. These groups according to their functions and interests are implementing different sets of key performance indicators for financial institution performance assessment. In the proposed paper authors present a hypothesis of information security governance being a financial institution key performance indicator. Authors provide high level overview of existing situation in key performance indicator domain for financial institutions. The overview of stakeholder groups interested in financial institution performance management is provided. In the same way as corporate governance is treated as financial and operational performance reflecting and influencing factor, information security governance as a component of corporate governance, according to authors' opinion, should be treated as key performance indicator for financial institutions. In the paper the most indicative financial performance indicators as well as their calculation methods are defined for financial institutions. The paper contains overview of information security assessment models and researches in this field. Authors have chosen information security maturity model to use in testing hypothesis. The paper contains description of calculation methodology for financial performance indicators and information security maturity indicators. The hypothesis has been proved performing analysis of correlation between calculated financial performance indicators and information security governance model indicators for chosen Latvian financial institutions.
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34

Gruzina, Inna, and Maryna Poliukhovych. "Formation of competitive development strategy key performance indicators’ system for consulting companies." Development Management 18, no. 1 (July 31, 2020): 53–60. http://dx.doi.org/10.21511/dm.18(1).2020.05.

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The information on the main stages of key performance indicators selection and formation for the process of estimating the competitive development strategy effectiveness of consulting companies is analyzed, the types of indicators, their differences are examined, the existing views and recommendations of researchers and experts on the expediency of using certain indicators directly by consulting companies are generalized. Various areas of consulting are described and it is suggested to take into account the specifics of the consulting business when selecting relevant performance indicators of their competitive strategies. Comprehensive and relentless globalization has made the protection of company’s intellectual capital one of the key factors in the success of enterprise development. As the main asset of any consulting company are people and their intellectual potential, competition in this area has become quite strong and fierce. Since the main asset of the consulting company is people and their intellectual potential, the competition in this field is very strong and fierce. Thus, the predominance of intellectual work requires specific accounting for the assets of consulting companies and an assessment of the efficiency of use of these assets in accordance with the developed strategy. Given the fact that, by their content, performance indicators should assist managers and business owners in making decisions about evaluating the effectiveness of their chosen process or the performance of a particular system in the enterprise, evaluating the effectiveness of business development as a whole, the possibility of using a certain range of indicators to evaluate consulting company’s strategies effectiveness was considered. In particular, the results of the analysis of the main goals and objectives set in the development of a competitive consulting company’s development strategy suggested the use of groups of indicators (both financial and non-financial) to evaluate the effectiveness of the enterprise competitive strategy, enterprise development strategy or directly to evaluate the competitive development strategy of consulting companies. In addition, the emphasis is placed on determining the optimal number of indicators of the consulting company’s development strategy and analysis of data of different size and geography of business of consulting companies.
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Savić, Goran, Milan Segedinac, Milan Čeliković, and Ivan Luković. "A Meta-model for Key Performance Indicators in Higher Education." IPSI Transactions on Internet Research 19, no. 02 (July 1, 2023): 76–91. http://dx.doi.org/10.58245/ipsi.tir.2302.09.

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We propose a software solution for representing diverse sets of key performance indicators in higher education. Our solution addresses both the heterogeneity and the common structure of key performance indicators. To tackle the issue of heterogeneity, we employ metamodeling and propose a meta-model that is expressive and generic enough to represent any set of key performance indicators in higher education. The proposed meta-model is more abstract than any specific key performance indicators set, and the sets are considered as models, which are instances of the proposed metamodel. We address the heterogeneity in calculating the key performance indicators' values by representing them with mathematical formulas and utilizing an expression language that allows for their dynamic evaluation. We verified the solution by representing typical key performance indicator sets and developing a software application prototype that enables the creation, monitoring, and further development of key performance indicator sets. The verification confirms the wide applicability of our proposed solution.
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36

Li, Han, Tianzhen Hong, Sang Hoon Lee, and Marina Sofos. "System-level key performance indicators for building performance evaluation." Energy and Buildings 209 (February 2020): 109703. http://dx.doi.org/10.1016/j.enbuild.2019.109703.

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37

Dott. Fabio Landi, Veronica Battaglia,. "MSL Role and Key Performance Indicators (KPIs): From Traditional to the Future." Journal of Medical Science And clinical Research 11, no. 12 (December 2, 2023): 06–28. http://dx.doi.org/10.18535/jmscr/v11i11.02.

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Objectives and methods Medical Scientific Liaisons (MSLs) are essential assets for the pharma company. MSLs are scientific experts in a therapeutic area, and their role is to link industry and doctors to disseminate scientific information and gather insights on unmet medical needs. Their role is quite different from others in the industry because based on quality more than quantity; therefore, there still needs to be an evaluation method able to capture in full the potential of the role. This results in MSLs needing to feel more valued and the industry needing to demonstrate the value that MSLs bring to the company. This work aimed to collect all the information available in the literature on metrics and Key Performance Indicators (KPIs) currently used for MSL's evaluation. To achieve that, I collected data from trusted and specialized papers, using PubMed as the central database. An interesting factor is the scarcity of published material on the issue, even if the topic is considered central for both industry and MSLs. I also had some interviews with experts in the field. Their contributions were precious because they helped me fill the literature's lack of data. Collecting all the information available helped me better understand the role of the MSL and clearly showed that the current metric system can be improved.
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Milichovský, František. "Financial Key Performance Indicators in Engineering Companies." Periodica Polytechnica Social and Management Sciences 23, no. 1 (2015): 60–67. http://dx.doi.org/10.3311/ppso.7810.

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39

Stoyanov, Michal. "Measuring Key Performance Indicators in Retail Trade." Izvestiya Journal of the University of Economics - Varna 65, no. 2 (June 2021): 161–75. http://dx.doi.org/10.36997/ijuev2021.65.2.161.

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IThe tendency of business entities to cope with the challenges of the environment in which they operate is determined by the state and development of a complex system of evaluation indicators describing the condition and performance of the company and their time dynamics. They serve to objectively measure the extent to which the individual economic operator meets the conditions by which to be assigned to the group of successful business agents. In traditional retail trade, the most significant indicators for business evaluation are: gross (profit) margin, operating margin, turnover of inventories, gross return on investment in inventories, gross profit per employee, etc. The paper examines the key economic performance indicators of the three leading retail chains in the retail sales of fast moving consumer goods (FMCG) in Bulgaria.
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Bagaria, Dinesh, and Amit Gupta. "Key Performance Indicators: Satisfying Quest for Quality." Journal of the American College of Surgeons 233, no. 3 (September 2021): 496. http://dx.doi.org/10.1016/j.jamcollsurg.2021.06.007.

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41

Roquet, Pedro, Gustavo Raush, Luis Javier Berne, Pedro-Javier Gamez-Montero, and Esteban Codina. "Energy Key Performance Indicators for Mobile Machinery." Energies 15, no. 4 (February 14, 2022): 1364. http://dx.doi.org/10.3390/en15041364.

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Mobile machinery manufacturers must face and deal with reducing fuel consumption, rising prices, and environmental pollution. The development of methods to evaluate the efficiency and effectiveness of the energy performance of hydraulically actuated systems has become a priority for researchers and OEMs, Original Equipment Manufacturers. In this paper, a new methodology that is based on Key Performance Indicators, KPI, is proposed with different goals: (i) to evaluate the energy performance and the monitoring of its evolution in the different stages of its life cycle (design, commissioning, optimization, retrofit, etc.); (ii) compare the energy levels between machines of different sizes and different brands in a benchmarking process; and (iii) establish a database that is state of the art, which facilitates setting achievable goals or limits for improvement. These KPI values can be deduced simply from the energy balances that were made from the experimental study of various machines over a relatively long period. This methodology has been applied to typical hydraulic systems for lifting and lowering loads that are used in a wide variety of mobile machines of different mechanical designs and sizes. Still, it can be included in the generic name of “loaders”. A KPI’s values for the three machines are presented in a dashboard as a decision-making tool.
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42

Stašák, Jozef, and Peter Schmidt. "Key performance indicators versus business process metrics." International Journal of Advanced Operations Management 10, no. 2 (2018): 130. http://dx.doi.org/10.1504/ijaom.2018.093284.

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Schmidt, Peter, and Jozef Stašák. "Key performance indicators versus business process metrics." International Journal of Advanced Operations Management 10, no. 2 (2018): 130. http://dx.doi.org/10.1504/ijaom.2018.10014278.

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44

Nurcahyo, Rahmat, Alan Dwi Wibowo, and Ricky F. Eka Putra. "Key Performance Indicators Development for Government Agency." International Journal of Technology 6, no. 5 (December 30, 2015): 856. http://dx.doi.org/10.14716/ijtech.v6i5.1840.

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Chan, Albert P. C., and Ada P. L. Chan. "Key performance indicators for measuring construction success." Benchmarking: An International Journal 11, no. 2 (April 2004): 203–21. http://dx.doi.org/10.1108/14635770410532624.

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46

Dejaco, Mario Claudio, Fulvio Re Cecconi, and Sebastiano Maltese. "Key Performance Indicators for Building Condition Assessment." Journal of Building Engineering 9 (January 2017): 17–28. http://dx.doi.org/10.1016/j.jobe.2016.11.004.

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47

Swiatek, Cecile. "European academic libraries Key Performance Indicators (KPI)." Performance Measurement and Metrics 20, no. 3 (November 11, 2019): 143–58. http://dx.doi.org/10.1108/pmm-08-2019-0041.

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Purpose The French academic libraries directors association (ADBU) launched and updated a European comparative study on Key Performance Indicators (KPI) in Academic Libraries over the 2013–2017 period. The purpose of this paper is to briefly present the ADBU initiative; its main focus is how to use these figures to ground decision making process, notably so as to better assess the contribution of libraries in student success or research performance. Design/methodology/approach As universities and academic libraries are facing research evolutions and teaching/learning new models, a strong increase in students’ number is observed everywhere in Europe. This trend will most probably continue in the coming years and the pressure on academic libraries will grow. That is why the French ADBU took the initiative to launch a European comparative study on key and performance indicators in Academic Libraries over the 2013–2016 period. Data were updated in 2019, covering 2017 figures and including additional countries. Findings Thanks to the European partners and the help of a consultant firm, the first observations were updated with the 2017 figures and the country scope grew broader. Libraries buildings and equipment, space and seats per student, opening days and hours, frequentation rate, library services, users training, staff per student/documentary budgets/total expenditure, staff training, documentation loans/consultation/downloads: these KPI are gathered and can be compared in both relative and absolute value. Originality/value The ADBU initiative is unique, results are widely shared.
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Werner, Maria Júlia Eyng, Ana Paula Louise Yamada, Enzo Gabriel Nascimento Domingos, Luciana Rosa Leite, and Carla Roberta Pereira. "Exploring Organizational Resilience Through Key Performance Indicators." Journal of Industrial and Production Engineering 38, no. 1 (October 26, 2020): 51–65. http://dx.doi.org/10.1080/21681015.2020.1839582.

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49

Klein, Amir, and Michael J. Bourke. "Key performance indicators are needed for polypectomy." Lancet Gastroenterology & Hepatology 5, no. 1 (January 2020): 6–8. http://dx.doi.org/10.1016/s2468-1253(19)30336-x.

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50

Harvey, H. Benjamin, and Susan T. Sotardi. "Key Performance Indicators and the Balanced Scorecard." Journal of the American College of Radiology 15, no. 7 (July 2018): 1000–1001. http://dx.doi.org/10.1016/j.jacr.2018.04.006.

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