• Journal of Information Processing Systems
• /
• v.14 no.4
• /
• pp.916-925
• /
• 2018

The academic research performance is often quantitatively measured by means of using citation frequency. The citation frequency-based indicators, such as h-index and impact factor, are commonly used reflecting the citation quality to some extent. However, these frequency-based indicators are usually carried out based on the assumption that all citations are equal. This may lead to biased evaluations in that, the attributes of the citing objects and cited objects are significant. A high-accuracy evaluation method is needed. In this paper, we review various citation quality-based evaluation indicators, and categorize them considering the algorithms being applied. We discuss the pros and cons of these indicators, and compare them from four dimensions. The outcomes will be useful for our further research on distinguishing citation quality.

• Journal of Korean Society of Water and Wastewater
• /
• v.34 no.6
• /
• pp.495-502
• /
• 2020

The 37 indicators for performance evaluation of public sewage management agencies are divided into four major categories (agency manpower management ability, wastewater treatment plant operation and management, sludge and water reuse, service quality) in the first stage, and the necessity and score acquisition for the detailed indicators by each major category in the second stages. Priority was investigated through the Analytic Hierarchy Process (AHP) analysis technique for ease and relevance of company efforts. Also, based on the results of this analysis, integrated type weighting and relative importance were analyzed. As a result of the analysis, the weight and relative importance of the first stage classification were in the order of wastewater treatment plant operation and maintenance, operation agency manpower management ability, sludge and water reuse, and service quality. As a result of analyzing the weights and priorities of the detailed performance indicators in the second stage, it was found that operator's career years, the percentage of certification holding rate in operators, compliance with the effluent water quality standards, training times for operators, and efforts to manage hazardous chemicals were important. Some of the indicators of operation agency performance evaluation may include indicators in which the performance of the company's efforts is underestimated or overestimated. In order to improve this, it is necessary to give weights in consideration of the necessity of the indicator, the relevance of the company's efforts, and the ease of obtaining scores.

• Journal of the Korean Society for Library and Information Science
• /
• v.42 no.4
• /
• pp.113-139
• /
• 2008

Under rapidly changing circumstances, public libraries are required to evaluate the performance with an integrated point of view to cope with a variety of changes. In other words, it is necessary to develop integrated library performance appraisal indicators which are both quantitative and qualitative. Recently, ISO and IFLA attempt to adopt an integrated performance evaluation system based on the Balanced Scorecard(BSC). Therefore, this study defines four aspects of the library appraisal including input, process, output and outcome, and suggests a new library appraisal system and indicators of each appraisal aspect. In the concrete, appraisal aspects were derived from ISO appraisal system, and an appraisal system and indicators were presented based on the comparison and analysis of the ones respectively used inside and outside of Korea. Finally, this study proposes the method of suitability evaluation of those performance indicators by librarians and professors in Korea.

• International Commerce and Information Review
• /
• v.16 no.3
• /
• pp.141-158
• /
• 2014

This research is intended to improve the performance of "small and medium companies international marketing program" by screening the performance indicators of the program. The program aims to prepare SMEs to penetrate foreign market and become global companies eventually. This research analyzed the current SMEs international marketing programs based on Logic Model to find the current performance measurement lacks in qualitative indicators and process evaluation with focusing on quantitative indicators and short term result evaluation. Therefore, the measurement indicators should be balanced between process and results including mid-term and long term results.

• Journal of Engineering Education Research
• /
• v.26 no.6
• /
• pp.62-70
• /
• 2023

The purpose of this study is to derive implications for improving related policies and evaluation criteria in the future by analyzing trends of evaluation criteria for industry-university cooperation in Korea. For this purpose, five surveys on industry-university cooperation by government departments, major general university evaluations, and evaluation indicators of specialized industry-university evaluations by the Ministry of Education were analyzed. As a result, most of the evaluation criteria for domestic industry-university cooperation have been composed of quantitative indicators and have a limited character as quantitative performance management for government projects. Although the Ministry of Education's evaluation criteria for industry-university cooperation projects has gradually changed to a segmented index considering universities, industries, and regions, it needs to be supplemented for sustainability of industry-university cooperation. In order to promote sustainable industry-university cooperation in the future, it was suggested that first, it is necessary to supplementation of qualitative Indicators considering each university's characteristics, second, the composition of indicators related to reflect on demand in the process of the cooperation, and third, to build a virtuous cycle system for future operation of evaluation criteria.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.35 no.2
• /
• pp.1-8
• /
• 2012

The primary goal of this study is to develop proper performance indicators for evaluating the results of industrial R&D program. We define R&D results include output, transfer, outcome, and impact in the performance of R&D program. Performance indicators are focused on the results of R&D commercialization, building the industrial foundations as performance proxy of R&D program of Ministry of Knowledge Economy. And we first try to design the coupled structure as logical model between R&D program goals and performance indicators. The coupled structure is represented with objectives of group unit of R&D program, implementation process, R&D practical stage, and the ultimate goal of R&D program.

• Journal of Korean Library and Information Science Society
• /
• v.32 no.3
• /
• pp.91-115
• /
• 2001

Today academic libraries have to show that they are using given resources for right purpose and in the best way. In order to reach this goal, academic libraries should develop the effective evaluation model. And carefully selected and used, performance measures or evaluation indicators are the most important tool the Library has to ensure goals and objectives are being accomplished. The purpose of this study is to understand a theoretical foundation for evaluation indicators of academic libraries, that is, its diverse(various) meanings and directivity.

• Journal of the Korean Dietetic Association
• /
• v.18 no.4
• /
• pp.326-343
• /
• 2012

This study has attempted to collect actual spot's opinions and analyze importance-performance of indicators for the evaluation of hospital nutrition department. The results of this research were as follows: first, the average score of self-estimated performance was 3.75 based on a 5-point scale. The degrees of importance of hospital foodservice and nutrition department management were in the range of 3.71~4.85 out of 5.0 and the mean importance degree score was 4.37. Second, the average score of self-estimated performance in each category was significantly higher in the case of general special hospital compared to general hospital. Especially average performance score of nutrition management in the general special hospital was higher than that of general hospital (P<0.001). The average performance score of the hospital with more beds was significantly higher than that with less beds. Contract managed hospital's score was significantly higher than that of self-operated hospital in two categories, "facilities management" and "nutrition management" (P<0.05, P<0.01). In foodservice and nutrition management of task-separated hospitals, the average performance scores were significantly higher than those of not-separated hospitals (P<0.01, P<0.001). Third, according to the importance-performance analysis of recognition about indicators for the hospital nutrition department's operations evaluation, 'foodservice facilities management' and 'foodservice sanitation management' were in 'doing great', 'nutritional management' and 'operational management' were in 'low priority', and 'other foodservice management' was in 'overdone'. In conclusion, there's a need for institutional specific standards of sanitation for Korean hospital foodservice.

• International Journal of Quality Innovation
• /
• v.8 no.3
• /
• pp.156-172
• /
• 2007

The high-tech industry is the economic lifeline for Taiwan. Its characteristics are short product life cycle, rapid changes in the market, and a high obsolescence rate for new products. Under globalization, the high-tech industry has adopted Information Technology (IT) to shorten the manufacturing process, reduce costs and conduct product research and development (R&D) to increase the core competence of enterprises and achieve the goal of sustainable operations. Enterprises should actively strengthen their integration with internal and external resources and lead in R&D management to increase industrial operating performance. Effectively managing operations and R&D management evaluation in Taiwan's High-tech Industry has become a critical subject. This study adopted 4 major Balanced Scorecard (BSC) perspectives to establish the Total Performance Evaluation Indicators for the R&D management department in Taiwan's High-tech Industry. The Analytic Network Process (ANP) was applied to evaluate the overall performance of the R&D management department. The research framework is divided into 2 phases. The first phase is combined with the 4 major perspectives, Financial, Customer, Internal Business Process and Learning and Growth, as the related indicators for each measurement perspective. The Key Performance Indicators (KPI) were selected using Factor Analysis to identify the key factor from the complicated indicators. The relationship between the characteristics of each BSC's evaluation perspective is dependence and feedback. This study applied ANP to conduct the calculation and adjustment of correlation between each KPI, and determine on their relative weights for the objective KPI. The "Financial Perspective" for R&D management department in Taiwan's High-tech Industry focused on the budget achievement rate of R&D management. The weight indicator value is (0.05863). The "Customer Perspective" focused on problem-solving satisfaction. The weight value of this indicator is (0.17549). The "Internal Business Process Perspective" focused on the quantity and quality of R&D. The weight value of this indicator is (0.13506). The "Learning and Growth Perspective" focused on improving competence in the research personnel's professional techniques. The weight value of this indicator is (0.02789). From the total weighting indicators, the order of the Performance Indicators for the R&D management department in Taiwan's High-tech Industry is: (1) Customer Perspective; (2) Internal Business Process Perspective; (3) Financial Perspective; and (4) Learning and Growth Perspective.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.40 no.1
• /
• pp.185-198
• /
• 2015

This study drew performance management factors analyzed a causal link between acceptance and satisfaction of performance management to present the method for promoting acceptance on the performance management system that most of the public enterprises, government-affiliated organizations are implementing. To achieve this, qualitative analysis and quantitative analysis were conducted in parallel through in-depth case studies and surveys. The results of this study are as follows. First, the analysis of the performance management factors with preceding studies shows that performance management indicators, performance management operations and performance management communications. Second, from the causal relationship of performance management factors affecting performance management acceptance reveals that performance management operation has statistical significance. Third, the analysis of the effect of performance management factors on the management satisfaction shows that operation and indicator of the performance management have statistical significance and reflecting the performance indicators to business, adequacy of target level, training, system support and CEO's Leadership have been revealed as important variables to the management satisfaction. Fourth, the result of the analysis on casual connection between acceptance and satisfaction of the performance management shows that improving management acceptance has a direct impact on satisfaction because performance management receptiveness were deemed statistically significant. Fifth, the result of the in-depth case studies on improving performance management acceptance shows that public enterprises have been putting in an effort to design indicators and try to encourage internal member's involvement during the monitoring and evaluation. The quantitative analysis based on survey has turned out that performance management operation and performance management indicators have statistical significance. The qualitative analysis by in-depth analysis shows that public enterprises put a lot of effort to performance management indicators and communication between internal members. As a result, commitment to performance management operation is required to improve the performance management acceptance. In other words, a detailed implementation plan for training, information system support, and CEO's leadership has to be established and ought to be pushed.