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Journal articles on the topic 'Performance approach'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 March 2025

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1

Ismunarti, Nurbani Aulia, Bambang Sunarko, and Tohir Tohir. "ANALISIS PENILAIAN HARGA WAJAR SAHAM MENGGUNAKAN PENDEKATAN DIVIDEND DISCOUNT MODEL, PRICE EARNING RATIO DAN PRICE TO BOOK VALUE." Performance 23, no. 2 (August 10, 2017): 47. http://dx.doi.org/10.20884/1.performance.2016.23.2.277.

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The purpose of this research is to determine the intrinsic value of coal mining company stock listed in LQ45 Index during 2010-2014 period used Dividend Discount Model (DDM) Pertumbuhan Berganda, Price Earning Ratio (PER) and Price to Book Value (PBV) approach. Intrinsic value will compared with market stock value, henceforth be one of basic for taking investment decision in capial market. Difference of intrinsic stock value with market stock value is tasted by Paired Sample T-Test. For this research, the sample used is PT. Adaro Energy Tbk (ADRO), PT. Indo Tambangraya Megah Tbk (ITMG) and PT. Bukit Asam Tbk (PTBA).The result of this research showed that the market stock value of the coal mining company listed in LQ45 Index is higher than intrinsic stock value (overvalued) based DDM Pertumbuhan Berganda and PBV approach. While based PER approach, the market stock value of the coal mining company is lower than intrinsic stock value (undervalued). And then, for the result of paired sample t-test showed that based on DDM Pertumbuhan Berganda , PER and PBV approach has a significant difference between intrinsic value with market stock value.

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Kalaivani, S., B. Priyadharshini, and B. Selva Nalini. "Analyzing Student’s Academic Performance Based on Data Mining Approach." International Journal of Innovative Research in Computer Science & Technology 5, no. 1 (January 31, 2017): 194–97. http://dx.doi.org/10.21276/ijircst.2017.5.1.4.

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J. Dagher, Dr Walid. "Predicting Perceived NGOs’ Performance in Lebanon: An Econometric Approach." Journal of Advanced Research in Dynamical and Control Systems 11, no. 12-SPECIAL ISSUE (December 31, 2019): 704–16. http://dx.doi.org/10.5373/jardcs/v11sp12/20193268.

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REDDY, Dr K. NIRMAL KUMAR. "Analysis of Financial Performance Using Market Value Added Approach." Paripex - Indian Journal Of Research 3, no. 1 (January 15, 2012): 141–46. http://dx.doi.org/10.15373/22501991/jan2014/73.

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5

Qizi, Turobova Malika Baxrom. "TEACHING AND ASSESSING SPEAKING PERFORMANCE THROUGH ANALYTIC SCORING APPROACH." American Journal of Philological Sciences 3, no. 10 (October 1, 2023): 65–70. http://dx.doi.org/10.37547/ajps/volume03issue10-09.

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The purpose of this study was to evaluate whether the analytic reporting approach would have a greater impact on improving English language learners' verbal skills. The two groups, the analyticgroup, and the holistic group, were compared in terms of the test results from the analytic scoring approach and holistic scoring approach respectively. Furthermore, the study revealed that students were more than willing to adopt an analytical scoring method for teaching and assessment of speaking skills.

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A Alnoshan Hessah, Ayshah. "Evaluation the Performance of Data Structures: A Comparative Approach." International Journal of Science and Research (IJSR) 12, no. 8 (August 5, 2023): 880–85. http://dx.doi.org/10.21275/sr23807001651.

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7

Kamensky, John M. "The Obama Performance Approach." Public Performance & Management Review 35, no. 1 (September 1, 2011): 133–48. http://dx.doi.org/10.2753/pmr1530-9576350107.

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8

Burge, Phil. "Holistic approach boosts performance." World Pumps 2010, no. 9 (September 2010): 28–31. http://dx.doi.org/10.1016/s0262-1762(10)70260-1.

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9

Martin, Florence. "A performance technologist's approach to process performance improvement." Performance Improvement 47, no. 2 (2008): 30–40. http://dx.doi.org/10.1002/pfi.184.

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10

Lukviarman, Niki. "Performance Measurement: A Stakeholder Approach." Sinergi 10, no. 2 (October 15, 2008): 179–98. http://dx.doi.org/10.20885/sinergi.vol10.iss2.art8.

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11

Suhir, E. "Quantifying surgeon’s performance: probabilistic approach." British Journal of Surgery 109, no. 5 (February 2, 2022): 399–400. http://dx.doi.org/10.1093/bjs/znac004.

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12

Walden, Jim. "Performance excellence: a QFD approach." International Journal of Quality & Reliability Management 20, no. 1 (February 2003): 123–33. http://dx.doi.org/10.1108/02656710310453854.

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13

Morison, Tracy, and Catriona Macleod. "A Performative-Performance Analytical Approach." Qualitative Inquiry 19, no. 8 (July 12, 2013): 566–77. http://dx.doi.org/10.1177/1077800413494344.

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14

HAZELWOOD, ARTHUR I. "An approach to performance measurement." Special Care in Dentistry 5, no. 2 (March 1985): 59–61. http://dx.doi.org/10.1111/j.1754-4505.1985.tb00384.x.

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15

Lansbury, R. "Performance Management: A Process Approach." Asia Pacific Journal of Human Resources 26, no. 2 (March 1, 1988): 46–54. http://dx.doi.org/10.1177/103841118802600204.

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16

Soós, D., and M. Huba. "Performance portrait - a 3D approach." IFAC Proceedings Volumes 47, no. 3 (2014): 6056–61. http://dx.doi.org/10.3182/20140824-6-za-1003.02582.

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17

Stainer, Alan, and Lorice Stainer. "Business performance ? a stakeholder approach." International Journal of Business Performance Management 1, no. 1 (1998): 2. http://dx.doi.org/10.1504/ijbpm.1998.004042.

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18

Ruiz, Montse C., Yuri Hanin, and Claudio Robazza. "Assessment of Performance-Related Experiences: An Individualized Approach." Sport Psychologist 30, no. 3 (September 2016): 201–18. http://dx.doi.org/10.1123/tsp.2015-0035.

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In this investigation we describe an individualized approach in the assessment of athletes’ experiences associated with successful and poor performances. Two studies were conducted to develop a profiling procedure to assess eight modalities of performance-related states. In Study 1, six high-level athletes assessed their states before most successful and unsuccessful performances using a preliminary 71-item stimulus list developed by a panel of four emotion researchers. They also rated the intensity of their states on a modified Borg’s CR-10 scale. In Study 2, five top-level divers assessed their states before multiple dives (three successful and three unsuccessful) using a revised 74-item list. The perceived impact on performance was also examined using an open-ended question. Individual profiles reflected two typical curves discriminating successful and unsuccessful performances. High individual variability in item content and intensity was found. Athletes reported a wide range of interrelated experiences associated with their performances. Our findings support the practical utility of individualized profiling to assess athletes’ performance-related states.

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19

Popker, Dr Suraj M. "Financial Performance and Efficiency of Cotton Textile Companies - An DEA Approach." Journal of Advanced Research in Dynamical and Control Systems 12, SP4 (March 31, 2020): 1753–61. http://dx.doi.org/10.5373/jardcs/v12sp4/20201658.

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20

Devi, R. Lakshmi, and Dr R. Amalraj Dr. R. Amalraj. "Performance analysis of Human Resource Processes using Fuzzy data mining approach." Indian Journal of Applied Research 1, no. 2 (October 1, 2011): 16–18. http://dx.doi.org/10.15373/2249555x/nov2011/5.

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21

Biryaltsev, Eugeniy Vasiljevich, Marat Razifovich Galimov, Denis Evgenievich Demidov, and Aleksandr Mikhailovich Elizarov. "The platform approach to research and development using high-performance computing." Program Systems: Theory and Applications 10, no. 2 (2019): 93–119. http://dx.doi.org/10.25209/2079-3316-2019-10-2-93-119.

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In this paper, we analyze the prerequisites and substantiate the relevance for creating an open Internet platform that employs big data technologies, highperformance computing, and multilateral markets in a unified way. Conceived as an ecosystem for the development and use of applied software (including in the field of design and scientific research), the platform should reduce time/costs and improve the quality of software development for solving analytical problems arising in industrial enterprises, scientific research organizations, state bodies and private individuals. The article presents a working prototype of the platform using supercomputer technologies and desktop virtualization systems.

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22

Salloum, M. "Explaining the Evolution of Performance Measures - A Dual Case-Study Approach." Journal of Engineering, Project, and Production Management 3, no. 2 (July 31, 2013): 99–106. http://dx.doi.org/10.32738/jeppm.201307.0006.

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23

Kasimzade, Azer A., Sertaç Tuhta, and Gencay Atmaca Ibrahim Alameri Obaidullah Abrar. "Novel Approach on Performance-Based Aseismic Design Based on FEMA Requirements." International Journal of Trend in Scientific Research and Development Volume-3, Issue-1 (December 31, 2018): 812–16. http://dx.doi.org/10.31142/ijtsrd19068.

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24

Syed Ali Fathima, P., K. Gokulakrishnan, and J. Jesu Vedha Nayahi. "Supervised Learning Approach for Performance Evaluation of Digital Fundus Image Quality." International Journal of Scientific Engineering and Research 3, no. 5 (May 27, 2015): 46–51. https://doi.org/10.70729/ijser15152.

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25

Teoh, Siau-Teng, and Salmi Mohd Isa. "Market Orientation and Salesperson’s Performance in a Hierarchical Linear Modeling Approach." International Academic Journal of Business Management 05, no. 02 (December 12, 2018): 159–69. http://dx.doi.org/10.9756/iajbm/v5i2/1810030.

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Aziza, Nurul, Patdono Suwignyo, and Ahmad Makki. "Performance Measurement using the Integrated Performance Measurement System Approach." Jurnal Teknik Industri 20, no. 1 (February 22, 2019): 73. http://dx.doi.org/10.22219/jtiumm.vol20.no1.73-84.

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As a non-profit organization in education, Senior High School has the responsibility to achieve educational goals. The school is required to have accountability to the public. Performance measurement is needed to determine organizational performance. Performance measurement can also find out the company success in vision and mission. This study aims to measure performance in schools use integrated performance measurement system (IPMS). This method becomes the starting point for setting goals and identifying Key Performance Indicators (KPI). The results of IPMS produced eight objectives and 33 KPIs. Objectives performance includes human resources, curriculum, finance, administration, teaching and learning activities, evaluation processes, work programs, and graduation. The results showed 8 KPIs were red, 4 KPIs were yellow, and 11 KPIs were green. This performance measurement model can also be used in other organizations. This performance measurement model is useful for assessing organizational performance.

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27

Sarkar, Shulagna. "Enhancing performance through performance contracting - the Indian Government approach." International Journal of Indian Culture and Business Management 15, no. 2 (2017): 152. http://dx.doi.org/10.1504/ijicbm.2017.086086.

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Sarkar, Shulagna. "Enhancing performance through performance contracting - the Indian Government approach." International Journal of Indian Culture and Business Management 15, no. 2 (2017): 152. http://dx.doi.org/10.1504/ijicbm.2017.10007226.

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29

Triana, Ika, Dennys Kwo, Elia Oey, and Frederick Jourdan. "Implementation of Performance Measurement System with Performance Prism Approach." International Journal of Process Management and Benchmarking 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijpmb.2020.10031635.

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30

Corkill, David. "Individual triage performance—A novel approach to improving performance." Australasian Emergency Nursing Journal 11, no. 4 (November 2008): 212–13. http://dx.doi.org/10.1016/j.aenj.2008.09.054.

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31

Deverell, Edward, and Adrian Ganic. "Crisis and performance: A contingency approach to performance indicators." International Journal of Disaster Risk Reduction 105 (April 2024): 104417. http://dx.doi.org/10.1016/j.ijdrr.2024.104417.

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32

Lampo, Marjukka. "Ecological Approach to the Performance of Larping." International Journal of Role-Playing, no. 5 (January 20, 2015): 35–46. http://dx.doi.org/10.33063/ijrp.vi5.235.

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This paper introduces an ecological approach to the performance of live action role-playing, commonly referred to as larping. Ecology and ecological, in this context, are not used to explain our relation to nature and its protection, but rather our relationship to our surrounding environment and other subjects dwelling in it. The approach was chosen because it provides the study with a comprehensive and an inclusive way of looking at performances. Larps can be seen as performances from many points of view: it can mean displaying one’s skills in role-playing or in improvising; it can mean patterning one’s behavior to signify that of a fictional character; or it can mean keeping up a vision or expectations of a fictional character. In addition – and what is especially the focus of this paper – the performance of larping can be understood as completing or carrying out actions that constitute the activity called larping. To explain the ecological approach, this paper will first provide the reader with an overview of larps as ecologies, and then dissect the performance of larping into four steps that are essentially connected to each other in the ecology: information pickup, extraction of possibilities, choice-making and embodiment. To summarize, a larp ecology is a comprehensive interdependent systems where all the players and other organic and non-organic components of the game support each other. In this ecology, the players pick up information, extract possibilities for actions from that information, make choices on which possibilities to carry out and embody those choices by applying their bodily repertoire to the performance.

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33

Horvathova, Jarmila, and Martina Mokrisova. "Integrated performance measurement system for Slovak heating industry: A balanced scorecard approach." Problems and Perspectives in Management 21, no. 3 (August 28, 2023): 393–407. http://dx.doi.org/10.21511/ppm.21(3).2023.32.

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The prerequisite for businesses’ success, competitiveness, and non-bankruptcy is their performance. An effective performance measurement system is a suitable tool for measuring and improving business performance. The development in performance measures moved from financial measures focused on company profitability to measurement systems combining different methods, approaches, and tools. The paper aims to identify key performance indicators for Slovak heating companies based on the developed integrated performance measurement system. The analysis sampled 292 Slovak companies within SK NACE 35 (heating industry). The performance measurement system was built on balanced scorecard principles, while the least absolute shrinkage and selection operator (Lasso regression) method was used to select financial indicators. Based on the combination of the above methods, a performance measurement system framework for the analyzed sample of businesses was created. The results show that when managing performance, the analyzed businesses should focus on the following financial performance indicators: Receivables turnover ratio, Return on equity, Return on costs, Total debt to total assets, Material intensity, Labor to revenue ratio, Netto cash flow to assets, Net working capital to total assets, and Short-term liabilities to assets. When building performance measurement system based on balanced scorecard principles, financial indicators were supplemented by non-financial ones. In addition to the original balanced scorecard principles, the performance measurement system was extended by environmental constituents. Also, the paper’s deliverable combines Lasso regression and balanced scorecard principles in order to select key performance indices. AcknowledgmentThis paper is prepared within the grant scheme VEGA No. 1/0741/20 (the application of variant methods in detecting symptoms of possible bankruptcy of Slovak businesses in order to ensure their sustainable development).

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34

Mahbub, Alam Sheikh, Harn-Wei Kua, and Siew-Eang Lee. "A total building performance approach to evaluating building acoustics performance." Architectural Science Review 53, no. 2 (May 2010): 213–23. http://dx.doi.org/10.3763/asre.2009.0032.

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35

HUANG, Xiang, Wei WANG, Wen-Bo ZHANG, Jun WEI, and Tao HUANG. "Automatic Performance Modeling Approach to Performance Profiling of Web Applications." Journal of Software 23, no. 4 (August 3, 2012): 786–801. http://dx.doi.org/10.3724/sp.j.1001.2012.04027.

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36

Crouzevialle, Marie, and Fabrizio Butera. "Performance-approach goals deplete working memory and impair cognitive performance." Journal of Experimental Psychology: General 142, no. 3 (2013): 666–78. http://dx.doi.org/10.1037/a0029632.

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37

Xu, Yan, and Chung-Hsing Yeh. "A performance-based approach to project assignment and performance evaluation." International Journal of Project Management 32, no. 2 (February 2014): 218–28. http://dx.doi.org/10.1016/j.ijproman.2013.04.006.

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38

Saltmarshe, Douglas, Mark Ireland, and J. Allister McGregor. "The performance framework: a systems approach to understanding performance management." Public Administration and Development 23, no. 5 (2003): 445–56. http://dx.doi.org/10.1002/pad.292.

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39

Al Kharusi, Sami, and Eşref Savaş Başci. "Financial institutions performance evaluation in a unique developing market using TOPSIS approach." Banks and Bank Systems 12, no. 1 (March 24, 2017): 54–59. http://dx.doi.org/10.21511/bbs.12(1).2017.06.

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Using Technique for Order Performance by Similarity to Ideal Solutions (TOPSIS) approach for the data from 2011 to 2015, the authors investigate the financial performance of 16 different financial institutions in Oman that include nine commercial banks, three specialized banks, two investment companies, and two finance companies. They find that the one investment company, Dhofar International Development and Investment Holding Co., was more efficient in 2015 and 2011. Moreover, Oman Housing Bank was more efficient in 2013 and 2014, while Ahli Bank was more efficient in the year 2012. In contrast, Bank Muscat that has the largest total assets was ranked number 16 for the years 2013, 2014 and 2015. As a result of Spearman’s Rho (Rank-Order) Correlation, all ranked results are related to other years. If a bank is at placement in level, it can be affected by year before or year after. But Oman banks’ correlations shows that there are 2 different periods as effecting one year to the other. Keywords: financial institutions performance, TOPSIS, emerging markets, efficiency, decision making criteria. JEL Classification: G21, G23, L25

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40

Aseeri, Maher, and Kyeong Kang. "Big data, oriented-organizational culture, and business performance: A socio-technical approach." Problems and Perspectives in Management 20, no. 4 (October 17, 2022): 52–66. http://dx.doi.org/10.21511/ppm.20(4).2022.05.

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This paper experimentally examines the impact of oriented-organizational culture that could support big data analytics (BDA) in higher education institutions (HEIs) in Saudi Arabia. Specifically, this study analyzed the effect of oriented-organizational culture (OC) on big data tasks (BDTs) toward improving decision-making (DM) and organization performance (OP). The study hinged on the theory of socio-technical systems to investigate BDA elements in higher education decision-making in Saudi Arabia. The analysis was conducted using a quantitative survey research design where data were collected from 270 IT staff working in Saudi Arabian HEIs using Qualtrics. PLS-SEM was applied to validate the research data and explore the relationship between the proposed hypotheses. The findings show that oriented-organizational culture positively affected big data tasks, i.e., storing, analyzing, and visualizing. Similarly, oriented-organizational culture positively affects improving decision-making by top management in Saudi Arabian universities. OC also positively influences the performance of Saudi Arabian universities. Improving decision-making by top management has a positive impact on enhancing the overall university’s performance. However, big data tasks, i.e., storing, analyzing, and visualizing, negatively affect improving decision-making by top management in Saudi Arabian HEIs. One of the study limitations is the small sample size; future studies should include private and public universities to alter the expected outcomes. Additional technological elements, such as IT infrastructure at Saudi Arabia’s private and public HEIs, are recommended to be considered in future studies to establish the competence of respective IT infrastructure. AcknowledgmentThe authors wish to thank the Problems and Perspectives in Management Journal editors for their valuable time and assistance in improving the manuscript.

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41

Kim, Myoung-soo. "Institution Evaluation: A Korean Approach to Improving Performance and Accountability in Government." Korean Journal of Policy Studies 16, no. 1 (August 31, 2001): 1–10. http://dx.doi.org/10.52372/kjps16101.

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The paper deals with reform in the evaluation system, referred to as Institution Evaluation (IE), of the government of the Republic of Korea. IE was launched as a response to a variety of forces demanding improvement of performance and accountability in government. Major change was introduced basically in three aspects of evaluation. One change is reflected in the shift of focus of evaluation from policy to institution as a whole. Another important change is observed in the shift from progress monitoring to outcome evaluation in policy evaluation. The third change is found in involving citizens in the evaluation process. IE consists of ①policy evaluation, ②evaluation of policy implementation capabilities, and ③surveys of customer/citizen satisfaction with both administrative services provided and policies implemented. Policy evaluation addresses the evaluation of what governmetn agencies do; evaluation of implementation capabilities addresses the evaluation of the capabilities of government agencies to put into effect what they planned to do; and surveys of customer/citizen satisfaction measure the level of satisfaction with both administrative services provided and policies implemented. Looking back over the two-year history of IE in the Korean government, it appears to have worked relatively well. It seems that a number of factors have contributed to its effective operation. The hard working members of an evaluation group in the OPM backed by Prime Minister's leadership have been the most important driving force. Without the support of the top management, it would have been very difficult to persuade the ministers and agency heads to make their respective organizations be subjected to evaluations by outside evaluators of IE. The regulation on Evaluation and Coordination of State Affairs also has provided necessary legal support for those in charge of performance evaluation in the OPM to put IE into effect. However, IE currently practived in the government of Korea has many limitations as well as strengths. So in order for IE to overcome those limitations and achieve its potential to improve performance and accountability in government, some further actions as suggested in the last part of the paper need to be taken.

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Evans, Akpunonu, Uju, Obialor, Michael C., and Dim EthelMary O. Egungwu, Ikenna. "Stock Market Performance Indicators and Standard of Living in Nigeria- Entrepreneurial Approach." International Journal of Trend in Scientific Research and Development Volume-1, Issue-5 (August 31, 2017): 941–49. http://dx.doi.org/10.31142/ijtsrd2379.

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43

Shukla, Dr Anurag. "SFS and Portfolio Performance Concerns During Covid 19-A Case Based Approach." International Journal of Research Publication and Reviews 5, no. 11 (November 2024): 445–46. http://dx.doi.org/10.55248/gengpi.5.1124.3122.

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44

Agbana, John, Friday Isah Iyaji, and Akeem Adewale Bakare. "Sustainability of Employee Performance and Leadership Styles Valor: A Double Dynamic Approach." International Journal of Research Publication and Reviews 5, no. 8 (August 2024): 173–86. http://dx.doi.org/10.55248/gengpi.5.0824.2005.

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45

Mogha, SK, SP Yadav, and SP Singh. "Performance Evaluation of Indian Private Hospitals Using DEA Approach with Sensitivity Analysis." International Journal of Advances in Management and Economics 1, no. 2 (March 2, 2012): 01–12. http://dx.doi.org/10.31270/ijame/01/02/2012/01.

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46

Haruna Muza, Shehu. "Team Teaching Approach on Academic Performance of Students in Faculty of Education." Universal Academic Research Journal 2, no. 2 (June 1, 2021): 58–63. http://dx.doi.org/10.17220/tuara.2020.02.1.

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47

Van Dinh, Doan, and Vu Thi Thu Huyen. "Commercial banks’ capital structure and performance in Vietnam: Panel data model approach." Banks and Bank Systems 19, no. 2 (May 21, 2024): 126–39. http://dx.doi.org/10.21511/bbs.19(2).2024.10.

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The study delves into the factors that influence the capital structure of commercial banks in Vietnam. Capital structure, measured by the net debt-to-asset ratio, is a key indicator of bank leverage. The study uses pooled OLS, fixed effects, and random effects models to analyze the impact of factors such as net interest-earning rate, Corporate Income Tax rate, and liquidity on commercial banks’ profitability and their capital structure. Data from 26 banks during the 2010–2022 period in Vietnam was collected for the analysis. The results indicate that factors such as Tax, ROA, growth, and liquidity have significant impacts on the capital structure of the banks. Specifically, Tax has a beta coefficient of –0.05967, ROA has a beta of –0.01796, growth has a beta of 0.000509, and liquidity has a beta of –0.00045. The study found that ROA, Tax, and liquidity are negatively related to the capital structure of Vietnamese commercial banks, meaning that an increase in these factors leads to a decrease in the banks’ total debt-to-total assets and vice versa. The empirical results suggest that commercial banks can manage their capital structure through these factors to reduce their debt-to-asset ratio, resulting in reduced credit risk, improved asset quality, and increased business efficiency. However, lowering the debt-to-asset ratio may also lead to reduced profits from lending activities, particularly when interest rates are high.

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48

Liu, Yunna, Kang Li, and Arlis Mclean. "Six Sigma Approach to Performance Management." Journal of Applied Sciences 13, no. 22 (November 1, 2013): 5309–17. http://dx.doi.org/10.3923/jas.2013.5309.5317.

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49

Arenas Guerrero, Fernando Antonio. "System Dynamics Approach to Performance Measures." Sistemas y Telemática 2, no. 3 (July 28, 2006): 69. http://dx.doi.org/10.18046/syt.v2i3.930.

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50

Bleich, Michael R. "A New Approach to Evaluating Performance." Journal of Continuing Education in Nursing 47, no. 9 (September 1, 2016): 393–94. http://dx.doi.org/10.3928/00220124-20160817-04.

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