Rules For Selecting And Using Key Performance Indicators For The Service Industry
There is no question that performance is the desired result of every activity or action. In order to correctly measure an organization’s performance it is necessary to select key performance indicators (KPIs) that will deliver long-term value to the company. KPIs are presenting performance information for all levels of the organization and they are reflecting the progress made so far to achieve strategic objectives. The selection of the key performance indicators must be made according to the organization’s industry and activity. The company must truly understand its business and its mission. Also, KPIs must be closely linked to the strategic objectives. The focus of this research is to present effective rules for defining key performance indicators for the Service industry. This sector of economy consists in generating intangible goods like experience, expertise and information. Therefore, monitoring this type of services requires a different approach when defining performance indicators compared to the manufacturing industry.
Key Performance Indicators: Developing, Implementing,and Using Winning KPIs
Breathtaking in its simplicity and profound in its impact, Key Performance Indicators (KPI) distills the balanced scorecard process into twelve logical steps, equipping users with an implementation resource kit that includes questionnaires, worksheets, workshop outlines, and a list of over 500 performance measures. Author David Parmenter provides you with everything you need to master and implement a KPI-driven strategy.
Rediscovering performance management: systems, learning and integration
Purpose – This paper sets out to explore performance management as a discipline and propose an integrated performance management model.Design/methodology/approach – This conceptual paper aims to clarify what performance management is and how it emerged as a discipline by tracking its evolution at strategic, operational and individual levels. Structured as a review, it enables the rediscovery of performance management and the identification of several key dichotomies, brought together under an integrated performance management model.Findings – Three emerging approaches to performance management are presented as potential catalysts to accelerate the evolution of this discipline: systems thinking, learning and integration. An integrated performance management model is also proposed.Research limitations/implications – The paper draws on the consultancy and research experience of the author. The generated model is conceptual in essence and needs to be tested. Further research on the history of performance mana...