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Performance measurement is the process of collecting, analyzing and/or reporting information regarding the performance of an individual, group, organization, system or component. [dubious – discuss] [1] Definitions of performance measurement tend to be predicated upon an assumption about why the performance is being measured. [2]
A performance indicator or key performance indicator (KPI) is a type of performance measurement. [1] KPIs evaluate the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. [ 2 ]
Performance is an abstract concept and must be represented by concrete, measurable goals or objectives. For example, baseball athlete performance is abstract as it covers many different types of activities. Batting average is a concrete measure of a particular performance attribute for a particular game role, batting, for the game of baseball.
Performance rating has become a continuous process by which an employer and employees attempt to understand company goals and how his or her progress toward contributing to them are measured. Performance measurement is an ongoing activity for all managers and their subordinates. [4] A performance measurement uses the following indicators:
To assess performance, it is necessary to select, before the implementation of the project, indicators which will permit to rate the targeted outputs and outcomes. According to the United Nations Development Programme (UNDP), an outcome indicator has two components: the baseline which is the situation before the programme or project begins, and ...
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
Broadly, the original 'measures in four boxes' type design (as initially proposed by Kaplan & Norton [5]) constitutes the 1st generation balanced scorecard design; balanced scorecard designs that include a 'strategy map' or 'strategic linkage model' (e.g. the Performance Prism, [29] later Kaplan & Norton designs, [17] and the Performance Driver ...
In order to understand the performance paradox, it is helpful to first have a basic understanding of performance appraisals. Performance appraisals, also known as performance evaluations, are assessments that many organizations use to measure individuals' productivity, ability and talent in their respective job positions. [2]