CLIP’s performance indicators: towards a SMART orientation

A techno-economic analysis of post-combustion CO2 capture and compression applied to a combined cycle gas turbine: Part I. A parametric study of the key technical performance indicators

In the realm of social services, as with other vital areas of national importance, human resources management (HRM) is of great importance since the key to economic progress in the 21st century is the effective and targeted use of human capital. The issue of human resources development is particularly important for enhancing the effectiveness of social services in the Republic of Armenia. It is reasonable to study the issue of human resources management within the framework of the Unified Social Service (USS). This institute is responsible for the provision of social protection services. This article examines the best practices of HRM, focusing on two main components of it: staffing and performance management. Information for this study about the USS, its personnel, and work-related challenges stems from interviews with social service specialists. During the study, several critical aspects of the USS were noted, including issues associated with selection and staffing due to low wages and scope of work, various bureaucratic bottlenecks, and lack of opportunities for career advancement. Further, the article discerns significant shortcomings in the performance management systems: absence of certain essential elements such as key performance indicators (KPI), feedback systems, and demotivational performance reward structures to even the high achievers. It was concluded that more effective recruitment methods should be implemented in order to reform the HR management system within the USS and to boost service quality and employee performance. With the above modifications, the USS will have sufficient potential to improve the quality of services provided, meet public needs, and endorse employee motivation and performance. The scientific novelty of this article lies in its context-driven approach to HRM within Armenia’s USS, focusing on reforms and performance evaluations specifically adapted to Armenia’s social sector. It introduces a localized perspective on recruitment challenges, providing actionable insights that are sensitive to Armenia’s unique socio-economic environment. By comparing private-sector performance models with Armenia’s public social services, the article highlights the need for a sector-specific approach rather than a direct private-sector application. The proposed reforms are particularly innovative, as they are tailored to Armenia’s regulatory and socio-economic framework, addressing HRM issues uniquely within the context of Armenia’s social protection system.

Our study investigates the relevance and application of key performance indicators (KPIs) and key risk indicators (KRIs) in business management from 1992 to 2023 through a comprehensive bibliometric analysis performed in RStudio using the Bibliometrix platform and in VOSviewer. Utilizing data from the Web of Science database, we identify trends, key themes, and influential research in this domain, observing an annual growth rate of 17.76%. Our analyses include the top 10 most globally cited documents, word clouds based on authors’ keywords and Keywords Plus, clustering by coupling, co-occurrence networks, and factorial analysis. Our findings reveal a significant increase in research interest post-2004, with sustainability and corporate social responsibility emerging as central themes. We confirm positive correlations between KPIs, improved organizational performance, and effective risk management via KRIs. This research underscores the importance of international collaboration and diverse thematic exploration in advancing the field.

Purpose Contemporary organizations face a growing need for innovation while work is becoming increasingly digitalized. In such a context, employees’ innovative work behaviour (IWB) is crucial. However, little attention has been given to whether and how human resource management (HRM) practices can sustain IWB in remote work. Thus, this study aims to explore the relationship between performance management (PM) practices and employees’ IWB when job is performed remotely. Design/methodology/approach Drawing on signalling perspective of HRM, this study applies regression analysis on data collected through an online questionnaire administered to a sample of 647 Italian employees testing the moderating role of remote work in the relationship between PM and IWB. Findings The findings show that result- and new-competence-based appraisal promote IWB, regardless of the extent to which work is performed remotely. In contrast, remote work nullifies the role of employee involvement in the goal setting process, as well as the influence of compensation-oriented PM and developmental performance management. Continuous feedback emerges as the key PM practice sustaining IWB among remote employees. Research limitations/implications This study shows that remote work represents a key boundary condition in the relationship between PM and IWB. More specifically, the findings indicate that only certain PM practices − such as result- and competence-based appraisal and continuous feedback sustain IWB when work is extensively performed remotely. However, the reliance on a convenience sample of Italian employees limits the generalizability of the findings, indicating the need for cross-national and longitudinal studies to examine these relationships across different remote and hybrid work settings. Practical implications The findings suggest that organizations seeking to foster employees’ IWB should redesign PM systems by prioritizing results and competence development over task-based control. In remote work contexts, continuous feedback appears particularly critical. In addition, compensation-oriented PM practices do not inhibit IWB, whereas involvement of employees in goal setting becomes non-significant. Social implications This study suggests that some PM practices, particularly continuous feedback, can contribute to mitigate drawbacks of remote work, like for instance social isolation and work-related stress, thus supporting more sustainable and inclusive forms of work. Originality/value This study advances the literature on PM and IWB by identifying remote work as a key boundary condition. It also extends existing research on remote work by showing that practices known to support remote workers’ well-being − such as result-based appraisal, competence-based appraisal and continuous feedback − may likewise foster IWB, basically generating a signalling effect that encourages employees to be proactive and to generate new ideas and ways of working. In doing so, this study also provides guidelines to companies to redesign their PM systems.

This chapter discusses the differences as well the role of key performance indicators (KPIs) in project management. KPIs and metrics can be displayed in dashboards, scorecards, and reports. KPIs have been used in a variety of industries and for specialized purposes, such as: construction, maintenance, risk management, information technology, supply chain management, and so on. The ultimate purpose of a KPI is to identify what needs to be done to improve performance and keep the strategy on track. KPIs can be segmented or clustered per industry. They can also be reported as a group. This is common for business or financial KPIs. KPIs serve no real value if they cannot be measured with any “reasonable” degree of accuracy. Project managers and team members may need to attend training sessions on KPI identification, measurement, control, and reporting.

Purpose: Since the incessant supply chain disruptions, the need for supply chain sustainability strategy becomes a veritable tool for a competitive advantage in all disciplines, sectors and governance. This study is motivated to empirically investigate the effects of supply chain sustainability strategy on sustainable performance indicators in the manufacturing technology sector. Methodology: The study employs a purposive sampling technique and selected Siemens Company to analyses the Siemens DEGREE sustainability strategy framework. Secondary data from Siemens sustainability reports and annual reports from 2019 to 2023 were analyzed using descriptive analysis. Findings: Findings reveals that decarbonization of the DEGREE Key Performance indicators has consistently achieve all decarbonization key performance indicators by Siemens targets and also met the SDGs GHG emissions targets by 2030. Unique Contribution to Theory, Practice and Policy: Stakeholder theory was preferred over the Triple Bottom Line in this study because the stakeholder theory represents the DEGREE sustainability strategy framework implemented by Siemens to assess the key sustainable performance indicators (KPI). Recommendations to Siemens include use of biodiversity partnership, eco-design technology, tree-planting volunteering campaign, to reduce waste-to-landfill as well as intensive equitable access to career opportunities and offer a higher pay to encourage more digital learning hours per employee for career growth that will meet all DEGREE sustainability performance before 2025 as well as the SDGs by 2030.

Taking into account the fact that in the conditions of a market economy, it is the human resource, i.e. the personnel of the enterprise, that is the main driving force of the efficiency of activity and sustainable development of any enterprise, the article is devoted to consideration of the features of the enterprise personnel strategy. The interpretation of the personnel strategy of the enterprise from the view point of individual authors is considered, and the author's definition of the enterprise personnel strategy as a strategic plan for working with personnel, i.e. the concept of formation, use and reproduction of human resources of the enterprise, is given. The main features inherent in the studied definition are highlighted: it is under the influence of factors of external and internal origin; the goals of the personnel strategy are defined and subordinated to the strategic goals of the corporate level; the goal is to ensure the formation of sustainable competitive advantages based on the creation and use of personnel potential; has a long-term nature; is formed on the basis of personnel policy and determines the list of personnel measures to achieve the strategic goals of the enterprise. Peculiarities are considered and a variable approach to the formation of personnel strategy at domestic enterprises is characterized. The key performance indicators of the company's personnel strategy were systematized, and it was proposed to supplement them with additional performance indicators, which included the following: availability and effectiveness of the adaptation process at the company; share of operational and administrative staff with high KPI; availability of an objective integrity testing system at the enterprise; the ratio of identified risk factors during testing to the frequency of integrity testing. Keywords: personnel strategy, personnel strategy formation, human resources management, personnel, key performance indicators, enterprise.

PurposeThe overall purpose of this study is to investigate impact of managerial characteristics on key performance indicators in the Kenyan hotel industry.Design/methodology/approachA cross‐sectional survey research design was used to gather primary data using self‐administered questionnaires. A sample of 160 hospitality managers was selected proportionately by simple random sample method from six hotels in Nairobi and Mombasa. A custom factorial univariate analysis of variance was used to analyze the data.FindingsHospitality managers in Kenya are still focusing on financial and result measures of performance while ignoring non‐financial and determinant measures. Managerial demographic characteristics; age, education, current position, functional area, and performance appraisal influence managers' choice of key performance indicators.Research limitations/implicationsThe model violated assumptions of homogeneity of variances. Literature review revealed a severe lack of Kenyan‐based research in tourism and hospitality industries on performance measurement practices hence the need for future research in this area.Practical implicationsThe hotels need to invest in comprehensive performance management systems suitable for Kenyan hospitality industry that will incorporate both financial and non‐financial performance measures.Originality/valueThe study focuses on level of use of performance indicators and level of importance attached to performance indicators in the Kenyan hospitality industry. Managerial demographic characteristics influence on key performance indicators are examined in leading service industry in a growing economy thus contributing to a new body of knowledge in management literature in Africa.

Recent literature on financial reporting underlines that, in order to meet the changing needs of business reporting users, more information with a forward-looking perspective should be provided, with a focus on those factors that are responsible for longer- term value, including non-financial measurers. This article hence focuses on the importance of Key Performance Indicators (KPIs) in Management Commentary (MC). Through content analysis, we examine a sample of 111 reports from around the world (following different local and/or international regulations). The paper explores how organizations in practice use KPIs for external purposes, first investigating to what extent KPIs provide the information required by the MC frameworks, and, secondly, whether such KPIs have the suggested characteristics. Results show that although KPIs seem to potentially play a valuable and recognized role in providing the information required by the different MC frameworks, a large number of companies have not provided an effective and balanced picture of the drivers and factors that will lead their future performance. This paper contributes to the scarce research on the effectiveness of different approaches to regulate MC reports, with a specific focus on KPIs. It also highlights some critical issues concerning what and how KPI information should be produced and reported.

Meeting future global staple crop demand requires continual productivity improvement. Many performance indicators have been proposed to track and measure the increase in productivity while minimizing environmental degradation. However, their use has lagged behind theory, and has not been uniform across crops in different geographies. The consequence is an uneven understanding of opportunities for sustainable intensification. Simple but robust key performance indicators (KPIs) are needed to standardize knowledge across crops and geographies. This paper defines a new term 'agronomic gain' based on an improvement in KPIs, including productivity, resource use efficiencies, and soil health that a specific single or combination of agronomic practices delivers under certain environmental conditions. We apply the concept of agronomic gain to the different stages of science-based agronomic innovations and provide a description of different approaches used to assess agronomic gain including yield gap assessment, meta-data analysis, on-station and on-farm studies, impact assessment, panel studies, and use of subnational and national statistics for assessing KPIs at different stages. We mainly focus on studies on rice in sub-Saharan Africa, where large yield gaps exist. Rice is one of the most important staple food crops and plays an essential role in food security in this region. Our analysis identifies major challenges in the assessment of agronomic gain, including differentiating agronomic gain from genetic gain, unreliable in-person interviews, and assessment of some KPIs at a larger scale. To overcome these challenges, we suggest to (i) conduct multi-environment trials for assessing variety × agronomic practice × environment interaction on KPIs, and (ii) develop novel approaches for assessing KPIs, through development of indirect methods using remote-sensing technology, mobile devices for systematized site characterization, and establishment of empirical relationships among KPIs or between agronomic practices and KPIs.

Penelitian ini bertujuan untuk menentukan dan memvalidasi KPI (Key Performance Indicator) pada PT. X, menentukan pembobotan KPI pada perusahaan dengan menggunakan metode AHP (Analytical Hierarchy Process), menentukan nilai performansi perusahaan dengan metode Objective Matrix (OMAX), menganalisis kinerja PT. X berdasarkan hasil pengukuran yang didapatkan, serta memberikan saran perbaikan untuk indikator kinerja yang memerlukan perbaikan. Langkah-langkah dalam penelitian ini adalah mengidentifikasi KPI dengan metode performance prism dan selanjutnya adalah memvalidasi KPI dengan uji statistik. Setelah itu melakukan pembobotan KPI dengan metode AHP. Lalu menentukan nilai performansi dengan metode OMAX dibantu dengan tools Traffic Light System. Hasil penelitian menunjukkan terdapat 24 KPI pada perusahaan yang terdiri dari 8 KPI kriteria strategi, 8 KPI kriteria proses, dan 8 KPI kriteria kapabilitas. Nilai performansi untuk kriteria KPI Strategi sebesar 7,207, nilai performansi untuk kriteria KPI Proses sebesar 7,345, nilai performansi untuk kriteria KPI Kapabilitas sebesar 8,040, serta nilai performansi untuk perusahaan sebesar 7,419. Dengan menggunakan metode OMAX dapat diketahui bahwa KPI yang masuk dalam kategori hijau sebanyak 14 KPI, sedangkan yang masuk dalam kategori kuning sebanyak 7 KPI dan yang masuk kategori merah sebanyak 3 KPI.

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

Most organizations today have a set of key performance indicators (KPIs) that are used for decision-making. Because a balanced scorecard approach has been widely adopted, typically KPIs have moved beyond the basic financial metrics. However, developing the right set of KPIs is an important step in promoting continuous improvement and overall business success. Organization that implement six sigma or lean six sigma have a built-in set of KPIs, such as defects, ppm defective, process yields, process cycle times, and a variety of inventory statistics, such as WIP inventory. But I don't think this goes far enough in most situations. KPIs should be traceable to customer satisfaction, both for external customers and internal ones. Organizations should formalize customer requirements and then evaluate how they are doing with respect to this list when they conduct strategic planning sessions. This is a good way to develop the right KPIs. However, overemphasis on short-term financial results can skew this process. Too much focus on quarterly growth in sales or revenue and deflect attention from the issues that contribute to long-term business growth and success. Organizations often gravitate towards collecting data that is easy to obtain, but may not be necessarily useful. An example is information about customer satisfaction data. Surveys can be useful, but may not tell the complete story. One organization that I am familiar with has a customer service line. They reported very few serious complaints from that source. Analysis revealed that the average waiting time for customers that used this line was in excess of 30 minutes. Furthermore, the ability of the system to place calls on hold was limited, so a significant number of calls were “blocked”; that is, they were not answered at all. So the volume of customer issues that this service was designed to serve was dramatically underestimated. Some KPIs are lagging indicators of business performance. Examples include sales volumes and maintenance expenses. These are usually easy to generate, but may not provide much indication of future success. Reliable forecasts of future demand (demand isn't necessarily the same as sales) is usually a better business indicator. Leading indicators are harder to devise, almost always depend on the specific nature of the individual organization, and may be difficult to generate. For example, cycle time for new product introduction is often a critical measure of future business success in many industries. If this KPI is unsatisfactory or is getting longer for unexplained reasons it may indicate an area for lean six sigma intervention. Performance measurement is an important management tool for evaluating and improving organizational success. Leading KPIs can be an effective “canary in the coal mine” warning of impending trouble. The investment required to develop and maintain the correct set of KPIs will pay many dividends.

As Public-Private Partnerships (PPPs) are being practiced in most parts of the world, the need to adopt a system mechanism to evaluate the performance is imperative. The paper evaluates sustainable key performance indicators (KPIs) with a view to appreciating times of improved performance or otherwise. Eleven performance indicators for PPP in Nigeria were identified and ranked on a scale of 1 to 5 as follows: It indicates that increased road network size with mean score of 4.65 is the highest rated key performance indicator in a PPP project. Other important factors include Increased asset value, Increased road usage, Reduced road accident, Reduced travel time, Reduced user cost, Reduced maintenance cost, Reduced public sector administration costs, with mean scores of 4.14, 3.99, 3.75, 3.65, 3.59, 3.53, 3.39 respectively. The research alternative hypothesis is "Increased road network size is the most accepted performance indicator for evaluating progress of PPP financed projects". Chi-Square was adapted to test the hypothesis and it rejected the null hypothesis and accepted the alternative hypothesis. It follows that increased road network size is the most rated performance indicator in evaluating PPP projects. Good service outcome is the target of any PPP project and its achievement attaches value for money (VFM) and general confident to the project.Keywords: Public-Private Partnerships (PPPs), Key performance indicators (KPIs), service outcome, value for money (VFM)

New South Wales Health introduced the new Tiered Networking Arrangements for Perinatal Care in New South Wales policy directive (TPN Policy), which defined key performance and quality indicators after implementation. This study aims to assess the success of the TPN Policy implementation in the Western Sydney TPN in accordance with key performance indicators. This is a retrospective cohort study of acute perinatal transfers within the Western Sydney TPN between 1 December 2019 to 31 December 2020. The primary outcome is compliance with objectives of the TPN Policy, as measured as an Aggregate Compliance Score comprising the five measures. Secondary outcomes include clinical, neonatal and logistics outcomes. There were 181 acute perinatal transfers within, into or out of the Western Sydney TPN between 1 December 2019 to 31 December 2020. There were 122 transfers within the network, 40 into the TPN and 19 were out of the TPN. All groups were at least partially compliant with the TPN Policy. No transfers in any of groups scored below three ('partially compliant'). A quarter of transfers gave birth within 24h of transfer. Over half of those who were transferred and admitted went on to give birth prior to discharge or transfer. Overall, the TPN Policy met its objectives after implementation in the Western Sydney TPN, while maintaining appropriate neonatal outcomes. All women arrived at an appropriate facility prior to giving birth, although the majority did not give birth within 24h. Neonatal intensive care unit bed availability is a key limitation to future improvement.