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Key performance indicator—a method for choosing important/critical performance measures, usually in an organisational context; Performance prism—a second-generation performance measurement framework used by organizations to manage performance by considering the needs and contributions of all stakeholders, not just shareholders and customers ...
The terms performance-based and results-based are mostly used interchangeably. The latter may signal more the achievement of broader social and economic outcomes Performance-based contracting is the term used in Australia, New Zealand and Canada to describe the practice of attaching contract payment to a set of performance metrics.
In 1990, Schneiderman participated in an unrelated research study led by Robert S. Kaplan in conjunction with US management consultancy Nolan-Norton, [9] and during this study described his work on performance measurement. [4] Subsequently, Kaplan and David P. Norton included anonymous details of this balanced scorecard design in a 1992 article ...
The provincial government of Ontario, Canada has been using KPIs since 1998 to measure the performance of higher education institutions in the province. All post-secondary schools collect and report performance data in five areas – graduate satisfaction, student satisfaction, employer satisfaction, employment rate, and graduation rate. [ 12 ]
The SCOR model contains more than 150 key performance indicators that measure the performance of supply chain operations. [11] These performance metrics derive from the experience and contribution of the association's members. As with the process modeling system, SCOR metrics are organized in a hierarchical structure:
The Bank of Canada on Monday unveiled an agreement with the federal government to keep its inflation target unchanged at 2%, adding that it would now take labor market factors into account as well ...
Considered unsatisfactory performance that is critically deficient and in need of immediate remedial attention. Such performance, by itself or in combination with other weaknesses, directly threatens the viability of the bank or credit union. The volume and severity of problems are beyond management's ability or willingness to control or correct.
For each unit of measure, the bank then constructs a loss distribution that represents its expectation of total losses that can materialize in a one-year horizon. Given that data sufficiency is a major challenge for the industry, annual loss distribution cannot be built directly using annual loss figures.