• 보건행정학회지
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• 제9권2호
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• pp.21-39
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• 1999

An increasing number of hospitals are seeking for new or mixed compensation strategies to improve the productivity of their medical staff in the struggle to provide high quality medical services at low costs amid the economic hardship. To motivate physicians toward the right direction, it is necessary to effectively evaluate their performance that provides a basis for compensation. However, productivity has been historically difficult to measure, particularly for physicians in academic medical centers who are expected to engage in research, education, and patient care simultaneously. The objectives of this study were to define performance measures of physicians and clinical departments in academic medical centers. to examine correlations between the measures. and to investigate factors affecting the measures. The performance data of 212 faculty physicians in 17 clinical departments in two university teaching hospitals affiliated to one medical school during the fiscal year 1994 was used for analyses. Patient care revenue, net profit. and adjusted number of patients were defined to measure the performance in patient care. and number of articles published in academic journals and research grant were defined for research activities. Both individual physicians' performance measures and per physician measures of clinical departments were analyzed. All measures defined to evaluate individual physicians' performance were positively related to each other. Clinical department and rank of faculty position were statistically significant predictors of revenue. and hospital. clinical department. and rank were significant predictors of net profit. journal publication. and research grant. Patient care measures defined to evaluate clinical departments were related to each other. so were research measures. and no significant correlations were found between patient care measures and research measures. Also found were large differences in department. ranks when clinical departments were evaluated by absolute per physician performance measures and evaluated by annual rate of changes in performance measures. These findings suggest that departmental performance measures opposed to individual performance measures are relatively free from problems of factors affecting the performance measures that are not in control of clinical departments or individual physicians. Results from the correlation analysis of departmental performance measures indicates that measures of research performance should be included in the evaluation to promote research activities in academic medical centers.

• 한국IT서비스학회지
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• 제9권4호
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• pp.109-121
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• 2010

Most organizations adopt their own performance measurement systems. Those organizations select performance measures to meet their goals. Organizations can give only limited description of what performance measures are. Kaplan and Norton suggest that the Balanced Scorecard (BSC) to complement the conventional performance measures. The BSC can provide management system with a comprehensive strategic vision and integrates non-financial measures with financial measures. The BSC is widely used for measuring corporate performance. This paper investigates how the BSC-based performance measures can be applied to Learning City. The Learning City's performance measures and strategy map on the basis of the BSC are suggested in this research. This paper adopt the AR(assurance region)-DEA model which could limit the range of weight on performance measures to prevent each viewpoint of BSC from having unlimited elasticity. The proposed model is based on CCR model including a property of unit invariance to use the data without normalization process.

• 한국경영과학회지
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• 제28권1호
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• pp.79-95
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• 2003

This paper investigates how the weights of performance measures vary depending on corporate life cycle, such as birth, growth, maturity, revival, and decline. Balanced Scorecard performance measures are employed for this investigation. Balanced Scorecard has been widely used for measuring a corporate Performance by incorporating financial and non-financial measures simultaneously. Because these performance measures are related to the compensation and promotion of employees, research of weights of performance measures would be instrumental. Questionnaires from 218 companies are analyzed. Depending on the corporate life cycle, our survey results demonstrate that the weights of the business Performance measures differ In the four Perspectives - financial. customer, Internal Process, and learning/growth. Our results can be used for enhancing the Duality of performance measurement systems.

• 시스템엔지니어링학술지
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• 제3권2호
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• pp.3-8
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• 2007

Technical Measures includes Measures of Effectiveness(MOEs), Key Performance Parameters(KPPs), Measures of Performance(MOPs) and/or Technical Performance Measures(TPMs). Technical measurement is the set of measurement activities used to provide supplier and/ or acquirer insight into progress in the definition and development of the technical solution, ongoing assessment of the associated risks and issues. This paper describes how technical measures can be applied, using the measurement process described in the previous study and shows the relationship between the various types of technical measures.

• 한국산림과학회지
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• 제95권5호
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• pp.569-579
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• 2006

This study focuses on the application of multi-criteria performance measures based on the concept of equifinality to the calibration of the rainfall-runoff model TOPMODEL in a small deciduous forest catchment. The performance of each parameter set was evaluated by six performance measures, individually, and each set was identified as a behavioral or non-behavioral parameter set by a given behavioral acceptance threshold. Many behavioral parameter sets were scattered throughout the parameter space, and the range of model behavior and the sensitivity for each parameter varied considerably between the different performance measures. Sensitivity was very high in some parameters, and varied depending on the kind of performance measure as well. Compatibilities of behavioral parameter sets between different performance measures also varied, and very few parameter sets were selected to be used in making god predictions for all performance measures. Since different behavioral parameter sets with different likelihood weights were obtained for each performance measure, the decision on which performance measure to be used may be very important to achieve the goal of study. Therefore, one or more suitable performance measures should be selected depending on the environment and the goal of a study, and this may lead to decrease model uncertainty.

• Asia pacific journal of information systems
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• 제13권1호
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• pp.1-22
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• 2003

This study describes how the weights of performance measures varies depending on business strategy types, such as defenders, prospectors, analyzers, and reactors. A Balanced Scorecard has been widely used for measuring a corporate performance to incorporate financial and non-financial measures simultaneously. Because such performance measurements are related to the compensation and promotion of employees, research of weights of performance measures would be instrumental. Our test results demonstrate that the weights of the business performance measures differ in the four perspectives-financial, customer, internal process, and learning and growth. Furthermore, there is evidence that the weights of performance measures vary depending on business strategy. Our study results can be used for enhancing the quality of performance measurement systems.

• 디지털융복합연구
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• 제12권1호
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• pp.209-219
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• 2014

본 연구에서는 설문지와 현장 인터뷰를 통해 실무적으로 경영진의 PMS의 이용 형태, 성과평가시 지표의 활용, 성과평가시 지표의 중요성 정도로 PMS의 특성에 대해 실무적으로 살펴보았다. 본 연구의 결과는 다음과 같다. 첫째, 기업은 저마다의 기업환경에서 성과향상을 위하여 전략을 성과평가지표에 반영하고 있으나 재무지표를 많이 이용하고 있었다. 둘째, 성과평가시 비재무지표의 이용과 중요성 정도에는 차이가 나타났다. 따라서 다양한 성과측정지표를 개발하고 비재무지표의 이용을 증가할 필요성이 있다. 셋째, 기업은 조직구성원들의 인식과 행동 변화를 유도하여 조직성과를 개선시키기 위해 PMS의 구축과 활용에 관심을 두어야 할 것이다.

• 한국IT서비스학회지
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• 제12권3호
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• pp.273-287
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• 2013

The objective of this study is to empirically develop performance evaluation measures for LIS (logistics information systems) based upon BSC (balanced scorecard) model and determine the relative importance among four perspectives of BSC using AHP (analytic hierarchy process) methodology. Above all, forty nine probable measures for evaluating LIS performance were identified through reviewing the previous research related with SCM (supply chain management), logistics management, and information systems evaluation. And then, these probable measures were examined by means of coincidence analyses using three mutually exclusive criteria(validity of content, ease of measurement and reliability of measurement). Data for conducting the coincidence analyses were collected from LIS users and LIS development personnel. As the results of the coincidence analyses, it was found that 31 ones among 49 probable performance evaluation measures theoretically derived could be qualified for LIS performance evaluation. And AHP analysis showed that the weight of each perspective was respectively as follows : 46.8% for financial perspective, 31.3% for customer perspective, 14.8% for internal business process perspective, and 7.1% for learning and growth perspective. The academic contribution of this study is that performance evaluation measures for LIS could be systematically and empirically developed on the basis of BSC. Also, the results of this study are expected to be used as a practice guideline of evaluating and improving LIS.

• 디지털융복합연구
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• 제12권6호
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• pp.193-202
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• 2014

최근의 기업환경은 정보기술의 발전과 시장환경의 글로벌화에 따라 급격하게 변화하고 있다. 이러한 기업환 경 속에서 경쟁우위를 확보하고 장기적 성장을 도모하기 위해, 새마을 금고는 PMS를 채택하고 있다. 그러나 PMS가 어떻게 유익한 효과를 나타내는가에 대한 연구는 없었다. 본 연구는 이를 위해 새마을 금고를 대상으로 설문조사를 통해 자료를 수집하여 분석하였다. 본 연구의 목적은 성과측정지표의 이용이 조직성과에 미치는 영향을 분석하는 것이다. 실증분석결과, 첫째, 재무지표의 이용은 조직성과에 유의적인 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 비재무지표의 이용은 조직성과에 유의적인 정(+)의 영향을 미치는 것으로 나타났다. 따라서 성과측정지표의 이용은 조직성과에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 재무지표의 이용보다는 비재무지표의 이용이 조직성과에 미치는 영향이 더욱 명확하게 나타났다.

• 산업공학
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• 제11권3호
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• pp.41-53
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• 1998

Several performance measurement systems have been proposed and are currently being used in many organizations. However, no performance measurement system has presented a mechanism for integrating all of the information of performance measures in a way that considers the relationships between them. This paper proposes the performance information integration method (PIIM) which synthesizes all useful information of performance measures with consideration of the relationships and generates a single, global, organizational performance score. The PIIM showed good performance in the implementation in one long-term care facility. This paper provides performance measurement systems with an integration mechanism for multiple performance measures.