Role Of Key Performance Indicators Research Articles

Key Performance Indicators: their use in the energy efficiency retrofit for historic buildings

Energy efficiency in the built environment is gaining ground due to policies to mitigate climate change impact. This contribution focuses on investigating the role of Key Performance Indicators (KPIs) that can be useful for the energy retrofit of historic buildings. The KPIs were hinged upon PESTEL domains (Political, Economic, Social, Technological, Environmental, and Legislative) in order to define objective and measurable criteria that allow for a comprehensive evaluation of an energy retrofit performance. A literature review carried out through the PRISMA flow chart allowed to select 59 papers, subsequently analyzed to investigate the occurrences of the selected KPIs. The findings showed that the political domain is the less considered, differently from the legislative one, whose KPI highlighted the importance of being compliant with regulations. The domains representing economic, social, technological, and environmental KPIs are mostly present together in the scientific literature, underlining the importance of a holistic and multidisciplinary approach. Future research should be oriented towards delineation of best practices to meet sustainability and conservation needs, and to better integrate current policies and international requirements.

THE EFFECT OF HYBRIDIZATION ON THE GOVERNANCE OF A PUBLIC-PRIVATE PARTNERSHIP (PPP) IN THE CONSPECTUS OF MANDATORY AND VOLUNTARY FINANCIAL REPORTING

In the conceptualization and theoretical framework of hybrid organizations and in the construction of a role of key performance indicators, Alter (2004), and Ponte et al. (2017) refer to hybrid organizations as the result of hybridization, between the entities with and without profit. These hybrid organizations operate on the border between the non-profit (or public) and for-profit (or private) sectors and are both market-oriented and mission--oriented. The research project presented in this work shows how a hybrid organization faces the problem/challenge of managing, measuring, and reporting financial information, as well as the tools it uses to prevent possible deviations from mission or revenue. Through a systematic review of the literature, the author intended to contribute to the identification and characterization of performance measurement tools, which allow the control of both objectives, social and financial performance, in the hybrid organizational context, to reduce the risk of unwanted deviations. The performance of a PPP is measured from at least three perspectives: (1) the private aspects, such as a return of investment, (2) the public aspects, such as improvements in quality of life, and (3) the partnership itself, as an organization and management capacity. As a hybrid organization, the company cannot simply look for financial performance, social responsibility issues are also at stake, as well as a set of non-market aspects, such as: ethical behavior, contribution to social development, as well as improving the quality of life of the workforce and their families (Ponte et al 2017). Bearing in mind that performance management is only as effective as its measurements (Grossman, 2012), the measurement tool proposed matches the strategic challenges and control needs of hybrid organizations. The identified model, SBSC, provides a better understanding of the company’s sustainability strategy, inside and outside, associated with a holistic view of the aspects of social responsibility, as well, tracking its impact on the other key performance factors.

Reviewing the Role of Key Performance Indicators in Architectural and Urban Design Practices

Energy use and relative CO2 emissions drive climate change that affects both the environment and human health. Extreme events caused by climate change, such as heat waves, flooding, and droughts are increasingly frequent and dangerous and the quality of life in cities is progressively decreasing. The building sector is among the most energy intensive sectors and mitigation and adaptation strategies are needed to reduce the emissions and impacts of climate change. This article presents a literature review created using the SCOPUS database on 515 articles setup to investigate the role of Key Performance Indicators (KPIs) in architectural and urban design processes and to understand how KPIs can be used to improve sustainability in the design of buildings and cities. Findings from the literature review highlights the potentiality of KPIs as a tool for managing complexity and for measure performances starting from the early design stages up to the lifetime of buildings and, in general, design. In parallel, the analysis of results showed that KPIs are commonly used to evaluate performance at a very different scale, but the building scale is the most considered. The use of KPIs in architecture, focusing on sustainability, should be implemented more in the future to allow for a better control of architectural performances.

New understandings of the rise of English as a medium of instruction in higher education: the role of key performance indicators and institutional profiling

Abstract The rise of English as a Medium of Instruction (EMI) has prompted concerns over linguistic injustice, educational disadvantage, societal inequality and epistemic homogenization. As EMI tends to generate heated debates, its drivers need to be better understood. Borrowing conceptual frameworks from political science, this article proposes a new understanding of the drivers of EMI, pointing to the introduction of new steering tools in the 1980s to govern Europe’s higher education institutions. Conducting Process Tracing in a Dutch university, and drawing on document analysis and interviews with nine “elite participants” – Ministers of Education, University Rectors, Members of the University Executive Board, Faculty Deans and Programme Leaders – we argue that the very first EMI programme at our case university may be traced back to a set of governance reforms in the Dutch higher education sector that introduced key performance indicators and institutional profiling. Responding to calls for linguists to engage with the political economy, we identify previously under-illuminated links between political processes and EMI. We conclude that close attention to the political economy is key to understanding the rise of EMI, and more generally language shift, and ultimately to tackling linguistic injustice that may follow in its wake.

The role of Key Performance Indicators as a performance management tool in implementing corporate strategies: A critical review of the literature

Over recent decades, organizations have moved into highly competitive markets that force companies to implement Performance Management Systems (PMSs) to keep monitoring strategy alignment and activities. In this context, this paper provides a Systematic Literature Review (SLR) on the use of Key Performance Indicators (KPIs) in PMSs. Relevant and useful papers have been selected for the analysis and the final 60-paper sample has been studied by means of con-tent analysis and descriptive statistics. The relevant findings have been reported across categories (i.e. value drivers, practices and measures, contextual drivers, and critical issues), such as increasing the use of KPIs supporting sustainable de-velopments and a dichotomy between qualitative and quantitative indicators. In particular, authors revealed the need for a KPI strategical formulation and for a cultural factor aimed at ensuring the effective integration of quantitative, qualita-tive and sustainable development indicators. Therefore, a conceptual model was developed in order to guide managers through the criticalities and the recently reported requirements. This review addresses the KPIs' implementation from both a systemic and critical point of view; these aspects made our study really useful for practitioners of all application sectors.

УПРАВЛІНСЬКИЙ ОБЛІК ЯК СУЧАСНА ОБЛІКОВА ПАРАДИГМА БЮДЖЕТНИХ УСТАНОВ

The article examines the trends of transformation of the accounting system in public institutions in the direction of implementing management accounting as a source of data to ensure the processes of medium and long-term planning, assessing the effectiveness of budget programs and determining the degree of public policy goals. The peculiarities of financial and economic activities of budgetary institutions, which play an important role in the process of formation of accounting and analytical support and should be taken into account in the implementation of management accounting. The tasks to be solved within the framework of management accounting in budgetary institutions are formulated. The specifics of the impact on the process of preparation of accounting and analytical information produced by management accounting, the level of managers of budget funds within the unified system of management of public financial resources.The role of key performance indicators (KPIs) based on a balanced system of indicators in the implementation of management accounting in budgetary institutions as a means of providing accounting and analytical data of the process of risk-oriented management. The content and basic normative regulation of application of program-targeted budgeting in institutions of the budget sphere are analyzed. The expediency of introducing the method of budgeting on the basis of results in budgetary institutions due to its difference from the article-by-article method of budget formation is considered. The advantages of using the results-based budgeting method in Ukraine are shown. The necessity of further introduction of the results-based budgeting method in Ukraine as a measure to improve the public financial management system is substantiated. The list of issues that should be resolved in the process of implementation of budgeting technology in the institutions of the budget sphere on the basis of results in the application of the program-target method of management of public financial resources. The reasons for the unpreparedness of the domestic public finance management system to implement a results-oriented budgeting methodology, as well as the prerequisites for overcoming such negative phenomena that may be the key to the introduction of such accounting and analytical technology.

The Role of Key Performance Indicators in Improving the Performance of Clinical Pharmacist in Hospitals

Key performance indicators are a way to improve performance, including in the hospital sector. In this study,the hospital used was private hospital, Central Java, especially in the field of Clinical Pharmacy services. Thisresearch is motivated by the low achievement of clinical pharmacy services. The purpose of this researchis to measure the performance of the clinical pharmacy service before and after the intervention with theapplication of clinical pharmacy Key Performance Indicators (cpKPI). This study is an observational studyby observing differences in the achievement of clinical pharmacist performance indicators before and afterthe implementation of cpKPIs. This studywas conducted using clinical pharmacist visit data for all inpatientsat the hospital in September 2019-February 2020. Data analysis used a paired t-test.The use of cpKPI wasable to significantly improve the performance of clinical pharmacists (p<0.05) related to drug reconciliationindicators, drug therapy services, pharmacist participation in patient management, patient education duringhospitalization, and comprehensive direct pharmacists’ care. The result proves that cpKPI can improve theperformance of clinical pharmacists at Private hospital so that this method can be used by other hospitals toimprove the performance of clinical pharmacy services.

The Role of Implementing KPIs to the Faculty Members in enhancing Higher Education Quality in Lebanon

The application of key performance indicators (KPIs) within institutions has proven to be difficult task. Until now, its effective implementation is considered one of the key determinants to the performance and success of a business. This research will explore the role of implementing KPIs for faculty members within higher education (HEI) in Lebanon. This study will seek to explore two key hypotheses (i) there is no statistically significant role of Key Performance Indicators (KPIs) for faculty members in quality assurance in higher education in Lebanon and hypothesis and (ii) there is a statistically significant role of Key Performance Indicators (KPIs) for faculty members in quality assurance in higher education in Lebanon. Hypothesis (ii) will prove to be true with the results for hypothesis one showing to be incorrect. A total of 200 participants from across different higher education institutions within Lebanon will be involved within the study.

Role of Key Performance Indicators (KPI's) in Project Management

A project has many moving parts and it is critical that you measure the timeliness, budget, Quality and effectiveness of the Project along the way. There is need to execute these projects effectively with a limited budget. There are Key Performance Indicators (KPIs) i.e Planned Value, Actual Cost, Earned Value, Cost variance, Scheduled variance, Scheduled Performance Index, Cost Performance Index, Return on Investment. Every Project Manager can't afford to miss. To frame actionable project Key Performance Indicators (KPIs) that help to improve your team's performance. The following list of frequently used project KPIs and think how you could apply these metrics to track your own team's performance.

Development and implementation of a strategic personnel management system according to goals based on key performance indicators

In the conditions of competition and difficult economic situation, domestic thermal power companies face problems of ensuring their own efficient activity. This is significantly due to the low motivation of the company staff and its productivity. Therefore, an important direction for improving the performance of such businesses will be to create an effective system of direct material incentives for employees, especially with regard to optional bonuses or targeted bonuses based on the use of the KPI. The study is aimed at the development of a strategic personnel management system according to goals based on key performance indicators. The article proposes an approach to developing a Management by Objects (MBO) system based on absolute and relative numerical indicators of the Key Performance Indicators (KPI) performance of the organization as a whole and the decomposition of goals at the level of individual business processes and functional responsibilities of the units. Methodology: In the course of the research general, scientific, theoretical and empirical methods were used, among which are the following: analysis and generalization of literature on the research topic, methods of observation and comparison, structural methods, methods of coordination and formalization, graphical and tabular representation of data. The theoretical and practical database of the strategic personnel management system according to goals is considered as an information base of the research. The scientific significance of the work is that the issue of developing such a system for a municipal enterprise is covered, whose activity depends on the regulatory policy of the state. The role of key performance indicators of KPI is determined as an effective tool in the system of direct material incentives, which assesses the efficiency and effectiveness of business processes, actions and functions of management, specific production, technological and other activities. The reasons that makes it impossible to use KPI without a comprehensive program for improving the personnel management system are analyzed and identified. The practical significance of the results of the study is that a detailed step-by-step scheme for improving the personnel management system is proposed, which will enable the development and implementation of the KPI system to be developed. The use of KPI in the strategic personnel management system will allow the manager to better control the processes of operating activities, create real indicators of the implementation of the enterprise strategy and improve productivity. JEL Classification: А13, D20, L10, M12.

Key Performance Indicators Identification and Prioritization for Environmental Sustainability in the Cement Manufacturing Industry in Pakistan Using Analytical Hierarchy Process

This paper examines the role of Key performance Indicators (KPIs) that is believed to influence the environmental sustainability of cement production of Pakistan. Environmental sustainability decision requires a scientific approach of identifying and prioritization of KPIs. The cement industries are confronted with challenges to implement sustainable manufacturing processes. The data gathered through questionnaire distributed among 213 respondents representing 24 cement plants were analyzed using Analytical Hierarchy Process (AHP). The proposed KPIs are supposed to assist the decision makers in achieving environmental sustainability. Among the 11 KPIs identified, the KPI “Total amount of Emissions in Metric tons of CO2 equivalent per year” was identified as having the highest impact on environmental sustainability.

Management’s Perception of Key Performance Indicators for Vietnam Small and Medium Enterprises

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs.
 Keywords
 SMEs, KPIs , Performance appraisal
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Hospital pharmacists’ perspectives on the role of key performance indicators in Australian pharmacy practice

AbstractBackgroundTo date, there is no national or international consensus on which key performance indicators (KPIs) should be used to measure hospital pharmacy performance.AimTo explore hospital pharmacists’ perspectives on the role of KPIs and to use their perspectives to suggest a set of KPIs for use in Australian hospital pharmacy practice.MethodsThe study comprised of two parts. Part A involved semi‐structured interviews with hospital pharmacists from major Sydney metropolitan hospitals; interviews were conducted until theme saturation was attained. Part B involved an online survey comprising Likert‐scale responses and open‐ended questions; the survey was distributed nationally to pharmacists via the Society of Hospital Pharmacists of Australia (SHPA) eNewsletter and Facebook page.ResultsPart A: 19 hospital pharmacists were interviewed. Part B: 49 online surveys were received (after excluding incomplete submissions). Overall, the emergent themes identified that hospital pharmacists agreed that KPIs are a valuable tool for individual and departmental performance measurement; the use of KPIs was challenged by data collection difficulties, a lack of engagement from staff, and a lack of clarification regarding the intended use of KPIs and their relevance. The study identified a consolidated set of seven KPIs, proposed as standard measures for hospital pharmacy practice.ConclusionThere is a perceived need to develop national standardised KPIs to demonstrate the value of pharmacy services at the individual and departmental levels. However, there are challenges that will need to be addressed before the implementation of a set of consolidated KPIs that encompasses the full scope of pharmacy activities.

Model-based Approach to Automated Calculation of Key Performance Indicators for Industrial Turbines


 
 
 In recent years, the service business of the global turbo- machinery industry has undergone important changes. Many of these changes have been motivated by an increased demand for dedicated and systematic approaches to process safety, reliability, asset integrity and the overall health of the system. This has strengthened the role of key performance indicators (KPIs) as a means of providing guidance for the system’s health state and improve risk management. In order to provide trustable and accurate calculations of these performance indicators in an automated fashion, we argue for a model-based solution that deals with the complexity of diverse configurations and interdependences between system components. This paper presents a solution for calculating KPIs by a semi-automated process based on post-data processing from the site and specific system models. The models consist of a combination of system descriptions in terms of ontologies and complex event processing models. By virtue of our models, state indicator rules for KPI calculations can be formulated at different levels, identifying performance gaps and indicating precisely where action should be taken by the service engineers. With the adopted solution, we discuss the practical implementation and present results of our success story at Siemens AG for the Industrial Gas Turbines.
 
 

Shipping Performance Assessment and the Role of Key Performance Indicators (KPIs): 'Quality Function Deployment' for Transforming Shipowner's Expectation

The aim of this paper is to investigate the role of Key Performance Indicators (KPIs) in third party ship management and their contribution to the Shipping Performance Index (SPI). This research is mainly motivated from the SPI initiative which is established by the InterManager for the assessment of the shipping performance of the third party ship management companies and to elicit quality service providers and the frontrunner companies in the maritime industry. The SPI is an unweighted average of KPI scores which is calculated from numerical outcomes of several performance indicators. However, the degree of importance and contribution of a specific performance indicator for shipowner’s satisfaction is not taken into consideration. Therefore, a theoretical gap exists on linking the shipowner’s expectations with the technical and numerical measures (i.e. KPIs). This paper proposes a preliminary process to establish the priorities of the KPIs by utilising Quality Function Deployment (QFD). The empirical results indicate the unweighted average method does not represent shipowners’ perception and the priority of KPIs should be revalued.

Managing demand for laboratory tests: a laboratory toolkit

Healthcare budgets worldwide are facing increasing pressure to reduce costs and improve efficiency, while maintaining quality. Laboratory testing has not escaped this pressure, particularly since pathology investigations cost the National...

Ergonomics and sustainability – challenges from global supply chains

The development of globalised supply chains is a major challenge for sustainability. For several years, there has been discussion within the profession whether and how ergonomics and human factors can play a role. Based on our research, we have identified five major challenges from global supply chains especially related to the social aspects of sustainability: (1) criteria for social sustainability, (2) the role of key performance indicators in the management of supply chains, (3) the constant changes in supply chains, (4) the challenge in establishing participation, and (5) the development of agency and regulatory mechanisms. There are obviously no clear and simple solutions to these challenges. One possible avenue for progress might lie in acquiring a greater understanding of the challenges from global supply chains and developing a strategy which combines social and long-term business sustainability. Starting from such a basis, the next step would be to find ways for the ergonomics and human factors community to create international collaboration which can impact specific global supply chains.

Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard

The Balanced Scorecard (BSC) methodology focuses on major critical issues of modern business organisations: the effective measurement of corporate performance and the evaluation of the successful implementation of corporate strategy. Despite the increased adoption of the BSC methodology by numerous business organisations during the last decade, limited case studies concern non-profit organisations (e.g. public sector, educational institutions, healthcare organisations, etc.). The main aim of this study is to present the development of a performance measurement system for public health care organisations, in the context of BSC methodology. The proposed approach considers the distinguished characteristics of the aforementioned sector (e.g. lack of competition, social character of organisations, etc.). The proposed measurement system contains the most important financial performance indicators, as well as non-financial performance indicators that are able to examine the quality of the provided services, the satisfaction of internal and external customers, the self-improvement system of the organisation and the ability of the organisation to adapt and change. These indicators play the role of Key Performance Indicators (KPIs), in the context of BSC methodology. The presented analysis is based on a MCDA approach, where the UTASTAR method is used in order to aggregate the marginal performance of KPIs. This approach is able to take into account the preferences of the management of the organisation regarding the achievement of the defined strategic objectives. The main results of the proposed approach refer to the evaluation of the overall scores for each one of the main dimensions of the BSC methodology (i.e. financial, customer, internal business process, and innovation-learning). These results are able to help the organisation to evaluate and revise its strategy, and generally to adopt modern management approaches in every day practise.