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Journal articles on the topic 'Key performance indicators'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

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

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2

Noura, Abdulrhman AlOthman. "Key Risk Indicators & key Performance Indicators: Is the difference important?" International Journal of Management and Commerce Innovations 11, no. 1 (2023): 400–402. https://doi.org/10.5281/zenodo.8305860.

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<strong>Abstract:</strong> Key Risk Indicators (KRIs) and Key Performance Indicators (KPIs), although related, serve different purposes in measuring performance and managing risk within an organization. Understanding the specific differences between these two metrics is crucial for effective decision-making and strategic planning. KRIs are used to measure the likelihood and impact of risks, while KPIs measure the performance of an organization against its goals and objectives. KRIs are typically more forward-looking, while KPIs are more backward-looking. This paper will discuss the key differe

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3

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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4

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

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5

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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6

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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7

Gabcanova, Iveta. "Human Resources Key Performance Indicators." Journal of Competitiveness 4, no. 1 (2012): 117–28. http://dx.doi.org/10.7441/joc.2012.01.09.

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8

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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9

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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10

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

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11

Pearson, Alan. "Key performance indicators for nursing." International Journal of Nursing Practice 9, no. 6 (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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13

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

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14

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

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15

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 (2014): 1183–204. http://dx.doi.org/10.1080/01446193.2014.970208.

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16

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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17

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

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18

Thatiparthi, Jayaprakash. "Designing Case Management Solutions Aligned to Key Performance Indicators (KPIs)." International Journal of Science and Research (IJSR) 14, no. 5 (2025): 603. https://doi.org/10.21275/sr25508205311.

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19

Mbugua, M., P. O. Ajwang', and M. Winja. "Identification and Ranking of Key Performance Indicators in Building Construction Projects in Kenya." Engineering, Technology & Applied Science Research 11, no. 1 (2021): 6668–73. https://doi.org/10.48084/etasr.3912.

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Building construction projects suffer from many dangers such as cost and time overruns. A major reason for the failure of such projects is the lack of measurements of the construction performance. There is usually a disparity of judgment among the stakeholders when it comes to the perception of failure and success of a building construction project because it is based on personal indices. The aim of this study is to identify and rank the key performance indicators in their relative importance as a way to assist in building construction performance. A thorough literature review was conducted an

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20

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 (2011): 61–72. http://dx.doi.org/10.5345/jkic.2011.02.1.061.

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21

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

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22

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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23

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

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24

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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25

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

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26

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

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27

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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28

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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29

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

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30

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 (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 port

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31

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

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32

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

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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 (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 p

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34

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 (2018): 259–61. http://dx.doi.org/10.31142/ijtsrd10825.

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35

Mavrina, Nelly F., Larisa I. Skabeeva, and Ekaterina V. Shandybina. "Current aspects of developing the key performance indicators (KPI) for personnel and managers of hotel enterprises." Services in Russia and Abroad 18, no. 2 (2024): 273–81. https://doi.org/10.5281/zenodo.12681053.

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<em>The hospitality industry development around the world is characterized by an acute shortage of staff, mainly due to complex service technological processes for servicing various segments of guests. Therefore, it is important to develop methods and technologies for creating comfortable conditions for the hotel staff loyalty. The analysis shows that fixed salary is among the important aspects, reducing the enterprise efficiency. If the salaries of hotel employees, including general managers, do not change when financial and economic indicators raise or decrease due to poor quality service an

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36

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 (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 th

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37

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 (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 c

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38

Bakhrom, Umirova Maftuna. "KEY PERFORMANCE INDICATORS IN SERVICE ORGANIZATIONS: GLOBAL PRACTICES IN KPI APPLICATION." International Journal of Advance Scientific Research 4, no. 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

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39

Gruzina, Inna, and Maryna Poliukhovych. "Formation of competitive development strategy key performance indicators’ system for consulting companies." Development Management 18, no. 1 (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

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40

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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41

David, Kuhlen, and Speck Andreas. "Efficient Key Performance Indicator Calculation." International Journal of Software Engineering & Applications (IJSEA) 8, no. 5 (2021): 1–15. https://doi.org/10.5281/zenodo.5266501.

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In order to investigate the economic performance of business processes, simulations are performed. These simulations determine values of key performance indicators (KPIs ). We sought a valid solution to integrate KPIs in our Process Analysis Studio (PAS). Our investigation aims for a concept which describes a valid approach to deal with KPIs in multiple business process models.

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42

Prasetya, Dimas Ardi, Luvy Dellarosa, and Bayu Rahmat Hidayat. "Evaluation of Occupational Safety Performance Using Key Performance Indicators in Manufacturing Industrial Construction." Jurnal Teknik Sipil dan Lingkungan 10, no. 1 (2025): 203–12. https://doi.org/10.29244/jsil.10.1.203-212.

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Occupational Health and Safety (OHS) in work environments is crucial for optimal productivity. Work accidents affect productivity because they can reduce working hours and decrease productivity. The problem faced by a company is the absence of a Key Performance Indicator that explicitly considers the safety aspect. This study aims to determine and calculate the key performance indicator safety of KPIs and implement a correlation between work accidents and productivity. Key Performance Indicator data processing Safety consists of leading indicators for potential future events and lagging indica

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43

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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44

Stoyanov, Michal. "Measuring Key Performance Indicators in Retail Trade." Izvestiya Journal of the University of Economics - Varna 65, no. 2 (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 inventor

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45

Bagaria, Dinesh, and Amit Gupta. "Key Performance Indicators: Satisfying Quest for Quality." Journal of the American College of Surgeons 233, no. 3 (2021): 496. http://dx.doi.org/10.1016/j.jamcollsurg.2021.06.007.

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46

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 (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, op

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47

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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48

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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49

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

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50

Antonets, Victoria G. "SELECTING KEY PERFORMANCE INDICATORS IN FINANCIAL TECHNOLOGIES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 11/11, no. 152 (2024): 163–70. https://doi.org/10.36871/ek.up.p.r.2024.11.11.019.

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Key performance measures in fintechs are heavily focused on financial metrics, to the detriment of important aspects such as risk assessment, controls and corporate culture. This study comprehensively assesses the selection of KPIs in fintechs, describing common patterns, challenges and potential strategies for the development and implementation of KPIs. It revealed a significant mismatch of KPIs, especially in the context of risk assessment. The findings suggest that KPIs should reflect financial metrics and encompass risk management and organisational behaviour, advocating for a unified appr

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