Performance management systems in Czech companies: findings from a questionnaire survey

Stříteská, Michaela; Zapletal, David; Jelínková, Lucie

doi:10.15240/tul/001/2016-4-004

Cited by 8 publications

(5 citation statements)

References 16 publications

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“…Several authors state that the optimal number of KPIs in a company is a maximum of 25 indicators. Companies that have implemented system tools such as the Balanced Scorecard, EFQMexcellence model monitor an average of 18 key indicators, while other companies average 11 key indicators [1]. The need for regular monitoring is often mentioned in the literature and evaluation of key performance indicators.…”

Section: Source: Own Processing Of Surveymentioning

confidence: 99%

“…Performance is monitored by any organizations that carry out business activities, but also by organizations that are not established for business. Properly defining, implementing, and understanding performance measures can often be a key to properly measure an organization's performance and achievement of the best indicators of the business [1]. On the other side, performance measurement and management systems are affected by more factors such as operating environment, business trends, technologies, and organizational control [2].…”

Section: Introductionmentioning

confidence: 99%

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Model of Performance Measurement and Management System in “The Visegrad Group”

Teplická,

Hurná

2023

TEM Journal

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This article summarizes the model of the performance measurement and management systems in Industry 4.0. in the Visegrad Group (V4) countries. The main goal of the research is to suggest a Performance model and management system model (PMMS). Methods of research were focused on using the questionnaires method with the Dillman method and five research questions (RQ1-RQ5). The object of research comprised of 60 industrial V4 companies with the direction of law form, count of the employee, revenues, and type of industry. The return of the questionnaire was 49 respondents of 60 respondents - companies. 42 companies monitor financial performance and 40 companies’ employee performance. Information sources for measuring performance are information systems that are use 39 companies and 39 companies use financial statements. 19 companies use less than 10 KPIs, and 28 companies monitor KPIs throughout the year. The new model of performance measurement and management system in Industry 4.0 is a competitive advantage in the global market and in the hyper-competitiveness environment.

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Section: Source: Own Processing Of Surveymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Model of Performance Measurement and Management System in “The Visegrad Group”

Teplická,

Hurná

2023

TEM Journal

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“…A key factor of organizational performance is the successful execution of the strategy using appropriate methods and management processes (Frolick & Ariyachandra, 2006; Mbep et al, 2015). CPM is recognized as encompassing such an approach (Mbep et al, 2015; Striteska et al, 2016). CPM is nowadays commonly regarded as a collection of management processes that rely on financial, strategic, and operating business measures to enable an organization to efficiently utilize its resources, support its decision-making, provide alignment within and between organizations, facilitate implementation of the strategy and, in turn, accomplish its desired objectives and those of its stakeholders (Antony & Bhattacharyya, 2010; Bourne et al, 2017; M.…”

Section: Theoretical Foundations and Hypotheses Developmentmentioning

confidence: 99%

The Orchestration of Corporate Performance Management and Business Process Management and Its Effect on Perceived Organizational Performance

et al. 2021

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Various management approaches have been proposed to maintain good organizational performance on a continuous basis, with corporate performance management (CPM) and business process management (BPM) being two major groups. While the conceptual connection between CPM and BPM might see obvious, their actual empirical connection with performance remains poorly understood. In this article, we address this gap and develop a theoretical model that explicates the causal paths from CPM via BPM toward organizational performance in terms of a set of hypotheses. Based on a survey, we find that the effect of CPM on organizational performance is largely mediated by CPM-BPM orchestration and process performance. With this study, we respond to recent calls for novel studies in this area and highlight the impact of well-orchestrated CPM and BPM initiatives on organizational performance.

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“…As described by Stříteská, Zapletal, Jelínková (2016), there is a growing number of companies that have realized that improving performance and increasing competitiveness can be achieved by developing effective performance measurement and management. Many scientific papers are devoted to analysis of tour operators' performance from different point of view (Picazo, Moreno-Gil, 2018;Bruni, Cassia, Magno, 2017).…”

Section: Enterprise Performance Measurementmentioning

confidence: 99%

Enterprise Performance Analysis of the Selected Service Sector by Applying Modern Methods with an Emphasis on the Creation and Application of the Modified Creditworthy Model (MCWM)

Onuferová

Čabinová²

2018

JoTS

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The aim of presented paper was to create and subsequently apply the Modified 3D Creditworthy Model (MCWM) of performance reflecting sectoral characteristics and financial specificities of the selected sample of Slovak tour operators over the years 2013 – 2017. The intention of this research study was to implement the key financial indicators and appropriate prediction models into both dimensions of the traditional 2D Creditworthy Model of performance and to supplement its third dimension applying the selected modern assessment methods – the Economic Value Added and the Return On Net Assets as we consider them to be one of the most important indicators of future success and company's financial growth. This modification will help to better identify the current financial position of tour operators and more accurately identify causes that hinder the development of financial performance of the selected sample of enterprises. However, after adjusting the upper and lower quartile averages of a particular industry, this methodology is applicable in the wider context of enterprises, not only those operating in the tourism sector.

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Performance management systems in Czech companies: findings from a questionnaire survey

Cited by 8 publications

References 16 publications

Model of Performance Measurement and Management System in “The Visegrad Group”

Model of Performance Measurement and Management System in “The Visegrad Group”

The Orchestration of Corporate Performance Management and Business Process Management and Its Effect on Perceived Organizational Performance

Enterprise Performance Analysis of the Selected Service Sector by Applying Modern Methods with an Emphasis on the Creation and Application of the Modified Creditworthy Model (MCWM)

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