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Artigos de revistas sobre o tema "PERFORMANCE MEASUREMENT"

Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 9 de junho de 2025

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1

Bittlestone, Robert. "From PERFORMANCE MEASUREMENT to PERFORMANCE MEASUREMENT." Measuring Business Excellence 1, no. 4 (April 1997): 8–13. http://dx.doi.org/10.1108/eb025502.

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2

Bromberg, Daniel. "Performance Measurement." Public Performance & Management Review 33, no. 2 (December 1, 2009): 214–21. http://dx.doi.org/10.2753/pmr1530-9576330202.

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3

De Lancer Julnes, Patria. "Performance Measurement." Evaluation 12, no. 2 (April 2006): 219–35. http://dx.doi.org/10.1177/1356389006066973.

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4

Martin, Lawrence L., and Peter M. Kettner. "Performance Measurement." Administration in Social Work 21, no. 1 (March 12, 1997): 17–29. http://dx.doi.org/10.1300/j147v21n01_02.

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5

Moxham, Claire. "Performance measurement." International Journal of Operations & Production Management 29, no. 7 (June 19, 2009): 740–63. http://dx.doi.org/10.1108/01443570910971405.

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6

Hatry, Harry P. "Performance Measurement." Public Performance & Management Review 25, no. 4 (June 2002): 352–58. http://dx.doi.org/10.1080/15309576.2002.11643671.

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7

Tankersley, W. B. "Performance Measurement." Journal of Public Administration Research and Theory 7, no. 1 (January 1, 1997): 163–70. http://dx.doi.org/10.1093/oxfordjournals.jpart.a024338.

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8

Parker, Charles. "Performance measurement." Work Study 49, no. 2 (April 2000): 63–66. http://dx.doi.org/10.1108/00438020010311197.

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9

Valckenaers, Paul. "Performance measurement." Computers in Industry 58, no. 7 (September 2007): 603–4. http://dx.doi.org/10.1016/j.compind.2007.05.001.

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10

Gleich, Ronald. "Performance Measurement." Controlling 14, no. 8-9 (2002): 447–54. http://dx.doi.org/10.15358/0935-0381-2002-8-9-447.

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11

Becker, Rolf-Uwe, Arndt Präuer, Erik Bergöö, and Robert Jessing. "Performance Measurement." Controlling 17, no. 8-9 (2005): 507–14. http://dx.doi.org/10.15358/0935-0381-2005-8-9-507.

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12

McKeon, Tad. "Performance Measurement." Journal of Nursing Administration 26, no. 4 (April 1996): 45–51. http://dx.doi.org/10.1097/00005110-199604000-00013.

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13

Sandt, Joachim. "Performance measurement." Controlling und Management 49, no. 6 (November 2005): 429–47. http://dx.doi.org/10.1007/bf03249635.

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14

Ilias, Azleen, and Mohd Zulkeflee Abd Razak. "REVIEWING MANAGING THROUGH PERFORMANCE MEASUREMENT." Labuan e-Journal of Muamalat and Society (LJMS) 1 (June 30, 2007): 52–67. http://dx.doi.org/10.51200/ljms.vi.2996.

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Performance measurement is a control of a company for track progress. In traditional measure that focus only financial measure and ignore all factors that not associated with financial. According to Kaplan and Norton (1996), the balanced scorecard emphasizes that financial and non-financial measures must be part of the information system for employees at all levels of the organization. The process of blending all measures is the most important factor in managing the organization performance measurement system.First of all, this conceptual will explained regarding the main performance measurement, the need of performance measurement, the roles of performance measurement, critics of having performance measurements, and types of performance measurements that including financial and non-financial measures. Because of in this new era, the nonfinancial measurement will be significantly used in management and measurement. It will focus on usefulness and deficiency of financial and non-financial measures. Financial measures are stressed on using profit, Return on Investment (ROI), Economic AddedValue (EVA) and the applicant in Just In Time (JIT) practices. Non-financial measures will stress on JIT practices, manufacturing, investor and analyst, and management compensation. This is because not all management use financial as a main measure.Further research will be done regarding performance measurement system in Government Link Companies (GLCs).

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15

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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16

Peng Wong, Wai. "A Computerized Model for Lean Performance Measurement." International Journal of Future Computer and Communication 3, no. 3 (2014): 202–4. http://dx.doi.org/10.7763/ijfcc.2014.v3.296.

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17

Kumar, Rajeev. "Performance Measurement in Dairy Supply Chain Management." Paripex - Indian Journal Of Research 3, no. 3 (January 15, 2012): 100–101. http://dx.doi.org/10.15373/22501991/mar2014/34.

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18

Star, Sequoia, Darlene Russ-Eft, Marc T. Braverman, and Roger Levine. "Performance Measurement and Performance Indicators." Human Resource Development Review 15, no. 2 (March 23, 2016): 151–81. http://dx.doi.org/10.1177/1534484316636220.

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19

Lebas, Michel J. "Performance measurement and performance management." International Journal of Production Economics 41, no. 1-3 (October 1995): 23–35. http://dx.doi.org/10.1016/0925-5273(95)00081-x.

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20

Clancy, Carolyn. "The Performance of Performance Measurement." Health Services Research 42, no. 5 (September 7, 2007): 1797–801. http://dx.doi.org/10.1111/j.1475-6773.2007.00785.x.

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21

Piccolo, Arianna, Yann Lecieux, Sylvie Lesoille, Pierre Teixeira, Johan Bertrand, and Dominique Leduc. "Performance Assessment of Distributed Strain Sensing Techniques for Convergence Monitoring of Radioactive Waste Repository." Sensors 23, no. 1 (December 30, 2022): 398. http://dx.doi.org/10.3390/s23010398.

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This paper presents the measurement methodology of diameter reduction monitoring of micro-tunnel structures used for radioactive waste storage based on distributed strain measurements along fiber optic sensors installed on the circumference. The whole measurement procedure is described: the calibration of the sensors for use in harsh environment (temperature and radioactivity), the measurement analysis technique, the performance assessment of different measurement systems on a surface mock-up and the in-situ validation on an underground structure. The performances of Brillouin and Rayleigh backscattering measurements are compared, as well as different fixation technologies. Distributed measurements are compared to alternative measurements: displacement sensors, Bragg grating extensometers and MEMS accelerometers. The distributed Rayleigh backscattering measurement performed on optical cables bonded to the surface of the structure appears to be the best solution for monitoring the convergence of micro-tunnels and offers comparable performance to alternative technologies tested on the surface demonstrator.

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22

Dutta, Sunil. "Dynamic Performance Measurement." Foundations and Trends® in Accounting 2, no. 3 (2007): 175–240. http://dx.doi.org/10.1561/1400000007.

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23

Winston, Kenneth J. "Performance Measurement Manipulation." Journal of Portfolio Management 31, no. 3 (April 30, 2005): 101–8. http://dx.doi.org/10.3905/jpm.2005.500366.

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24

Williams, Daniel W. "Before Performance Measurement." Administrative Theory & Praxis 24, no. 3 (May 2002): 457–86. http://dx.doi.org/10.1080/10841806.2002.11029377.

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25

Blenkinsop, S. A., and N. Burns. "Performance Measurement Revisited." International Journal of Operations & Production Management 12, no. 10 (October 1992): 16–25. http://dx.doi.org/10.1108/01443579210017213.

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26

Rolstadås, Asbjørn. "Enterprise performance measurement." International Journal of Operations & Production Management 18, no. 9/10 (September 1998): 989–99. http://dx.doi.org/10.1108/01443579810225577.

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27

Manes Rossi, Francesca, and Natalia Aversano. "Advancing performance measurement." International Journal of Productivity and Performance Management 64, no. 1 (January 12, 2015): 76–93. http://dx.doi.org/10.1108/ijppm-07-2013-0134.

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Purpose – The purpose of this paper is to analyse the implementation of performance measurement tools by medium-to-large size Italian Local Governments (ILGs) with the aim of establishing their position in comparison with the content of the International Public Sector Accounting Standards Board’s (IPSASB’s) Consultation Paper (CP) on Reporting Service Performance Information and the points of views of other countries. Design/methodology/approach – A survey of all ILGs with more than 50,000 inhabitants has been carried out with the objective of evaluating which kind of performance management tools are implemented; moreover, these results are compared with the content of the IPSASB’s CP to evaluate the role of this guide as well as the main differences between the IPSASB’s approach and the current situation in Italy. Findings – Data collected highlight that several performance measurement tools required by law are generally prepared in ILGs even if a limited use of them for decision-making or accountability purposes occurs. Moreover, in accordance with the opinions of the countries that submitted letters of comment to IPSASB’s CP, Italian results reveal that information on the scope of the service performance information, on the entity’s objectives and their achievement, including a narrative discussion of this achievement, are perceived as relevant. Originality/value – The research investigates the future development of the CP by analyzing the points of view of the countries that submitted letters of comments to IPSASB. It also examines whether the current Italian situation is in line with the IPSASB’s position.

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28

Moullin, Max. "Performance measurement definitions." International Journal of Health Care Quality Assurance 20, no. 3 (May 8, 2007): 181–83. http://dx.doi.org/10.1108/09526860710743327.

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29

Holzer, Marc, and Kathryn Kloby. "Public performance measurement." International Journal of Productivity and Performance Management 54, no. 7 (October 2005): 517–32. http://dx.doi.org/10.1108/17410400510622205.

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30

OTLEY, DAVID. "Beyond Performance Measurement." Australian Accounting Review 17, no. 43 (December 31, 2008): 26–32. http://dx.doi.org/10.1111/j.1835-2561.2007.tb00333.x.

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31

Feller, Irwin. "Performance Measurement Redux." American Journal of Evaluation 23, no. 4 (December 2002): 435–52. http://dx.doi.org/10.1177/109821400202300405.

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32

Varcoe, Barry J. "Facilities performance measurement." Facilities 14, no. 10/11 (October 1996): 46–51. http://dx.doi.org/10.1108/02632779610129168.

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33

Phusavat, Kongkiti, and Watcharapon Photaranon. "Productivity/performance measurement." Industrial Management & Data Systems 106, no. 9 (December 2006): 1272–87. http://dx.doi.org/10.1108/02635570610712573.

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34

Gleich, Ronald, and Tobias Schimpf. "Prozeßorientiertes Performance Measurement." Zeitschrift für wirtschaftlichen Fabrikbetrieb 94, no. 7-8 (September 1, 1999): 414–19. http://dx.doi.org/10.1515/zwf-1999-947-813.

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35

Stephen Town, J. "Performance or measurement?" Performance Measurement and Metrics 1, no. 1 (April 2000): 43–54. http://dx.doi.org/10.1108/eum0000000007224.

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36

Popovich, JoAnn M. "Multidimensional Performance Measurement." Journal of Nursing Care Quality 12, no. 4 (April 1998): 14–21. http://dx.doi.org/10.1097/00001786-199804000-00006.

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37

Nussey, Clive. "Safety performance measurement." Journal of Hazardous Materials 56, no. 1-2 (September 1997): 216–17. http://dx.doi.org/10.1016/s0304-3894(97)00077-0.

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38

FELLER, I. "Performance Measurement Redux." American Journal of Evaluation 23, no. 4 (2002): 435–52. http://dx.doi.org/10.1016/s1098-2140(02)00231-x.

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39

Miller, William H., Brinck Kerr, and Gary Ritter. "School Performance Measurement." American Review of Public Administration 38, no. 1 (March 2008): 100–117. http://dx.doi.org/10.1177/0275074007304387.

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40

Darton, Richard, and Edeltraud Guenther. "Sustainability Performance Measurement." Sustainable Production and Consumption 17 (January 2019): 296–97. http://dx.doi.org/10.1016/j.spc.2018.11.012.

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41

Marr, Bernard. "Corporate Performance Measurement." Controlling 17, no. 11 (2005): 645–52. http://dx.doi.org/10.15358/0935-0381-2005-11-645.

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42

Möller, Klaus, and Sebastian H. Janssen. "Innovation Performance Measurement." Controlling 21, no. 2 (2009): 89–96. http://dx.doi.org/10.15358/0935-0381-2009-2-89.

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43

Jackson, Peter M. "Editorial: Performance measurement." Public Money & Management 15, no. 4 (October 1995): 3. http://dx.doi.org/10.1080/09540969509387886.

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44

Kanji, Gopal K. "Performance measurement system." Total Quality Management 13, no. 5 (August 2002): 715–28. http://dx.doi.org/10.1080/0954412022000002090.

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45

Andersen, Bjorn, and Tom Fagerhaug. "''Green'' performance measurement." International Journal of Business Performance Management 1, no. 2 (1999): 171. http://dx.doi.org/10.1504/ijbpm.1999.004436.

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46

Lee, E. S., P. I. P. Boulton, and B. W. Thomson. "HUBNET performance measurement." IEEE Journal on Selected Areas in Communications 6, no. 6 (July 1988): 1025–32. http://dx.doi.org/10.1109/49.1964.

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47

Schneider, Eric C., Virginia Riehl, Sonja Courte-Wienecke, David M. Eddy, and Cary Sennett. "Enhancing Performance Measurement." JAMA 282, no. 12 (September 22, 1999): 1184. http://dx.doi.org/10.1001/jama.282.12.1184.

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48

Drozda, Joseph P. "Physician Performance Measurement." JAMA Internal Medicine 173, no. 15 (August 12, 2013): 1444. http://dx.doi.org/10.1001/jamainternmed.2013.6808.

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49

Gleich, Ronald. "Prozessorientiertes Performance Measurement." Zeitschrift für wirtschaftlichen Fabrikbetrieb 95, no. 5 (May 1, 2000): 239–44. http://dx.doi.org/10.1515/zwf-2000-950514.

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50

Sai, Vaibhav Medavarapu. "Agile Metrics and Performance Measurement." Journal of Scientific and Engineering Research 10, no. 4 (April 30, 2023): 152–56. https://doi.org/10.5281/zenodo.13597916.

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Agile methodologies have gained widespread adoption in software development due to their flexibility and iterative approach. Effective measurement of performance in Agile environments is critical for ensuring the successful delivery of projects and continuous improvement. This paper explores Agile metrics and performance measurement, examining key metrics used to assess Agile processes, their impact on project outcomes, and best practices for their implementation.

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