最新关键业绩指标的简称 关键业绩指标法的含义实用
在日常的学习、工作、生活中,肯定对各类范文都很熟悉吧。范文书写有哪些要求呢?我们怎样才能写好一篇范文呢?这里我整理了一些优秀的范文,希望对大家有所帮助,下面我们就来了解一下吧。
关键业绩指标的简称 关键业绩指标法的含义篇一
accap5要点你清楚了吗?还不知道的'话,以下是百分网小编精心为大家整理的accap5要点:关键业绩指标,希望对大家有所帮助!想了解更多相关信息请持续关注我们应届毕业生考试网!
最常见的关键业绩指标有三种:一是效益类指标,如资产盈利效率、盈利水平等;二是营运类指标,如部门管理费用控制、市场份额等;三是组织类指标,如满意度水平、服务效率等。
performance indicators (or performance measures) are methods used to assess performance. for example:
in profit-seeking organisations:
· profit
· earnings per share
· return on capital employed
in not-for-profit organisations:
· exam grades (a school)
· waiting times for hospital admission (a health service)
· condition of roads (a local government highways department)
particularly in profit-seeking organisations, the prime financial performance indicators allow performance to be measured but they say little about how that performance has been achieved. so, high profits will depend on a combination of good sales volumes, adequate prices and sufficiently low costs. if high profits can only be achieved by a satisfactory combination of volume, price and cost, then those factors should be measured also and will need to be compared to standards and budgets.
similar effects are found in not-for-profit organisations. for example, in a school, a csf might be that a pupil leaves with good standards of literacy. but that might depend on pupil-teacher ratios, pupils’ attendance and the experience of the teachers. if these factors contribute to good performance, they need to be measured and monitored.
just as csfs are more important than other aspects of performance, not all performance indicators are created equal. the performance indicators that measure the most important aspects of performance are the key performance indicators (kpis). to a large extent, kpis measure how well csfs are achieved; other performance indicators measure how well other aspects of performance are achieved
there are a number of potential pitfalls in the design of performance indicators and measurement systems:
· not enough performance measures are set
often, directors and employees will be judged on the results of performance measures. it has been said that ‘whatever gets measured gets done’ and employees will tend to concentrate on achieving the required performance where it is measured. the corollary is that ‘whatever doesn't get measured doesn't get done’ and the danger is that employees will ignore areas of behaviour and performance which are not assessed.
· too many performance indicators
this occurs especially where performance measures are not ranked by importance and none have been identified as kpis. performance indicators have to be measured, calculated and reported to management, and discrepancies must be explained or excuses invented. too many measures can divert time from more important tasks and there is a danger that employees concentrate on the easier but more trivial measures than on the more difficult but vital targets.
· the wrong performance measures
an example of this would be applying strict cost measures in an organisation where luxury products and services are sold (a differentiation strategy). this is likely to detract from the organisation’s strategic success.
· too tight/too loose performance measures
performance indicators that are too difficult to attain can lead to a loss of employee motivation and promote dysfunctional behaviours such as gaming and the misrepresentation of data. performance measures that are too loose can pull down performance. benchmarking can help to avoid this. internal benchmarking generally sets measures based on previous period’s measures or set measures with respect to other branches or divisions. however these internal benchmarks can lead to complacency as many organisations have to compete with others and benchmarks should be aligned to competitors’ performance.
· ‘hit and run’ performance indicators
this means that a performance indicator is set and then it is assumed that things will look after themselves. performance indicators need a management framework they are to be at all effective.
s("content_relate");【accap5要点:关键业绩指标】相关文章:
科目二考试有哪些关键要点07-02驾考科目二的关键要点分析07-07高级会计实务基础知识:关键指标法10-08高级会计实务基础知识:关键指标法10-06雅思口语考试五大关键要点06-29企业资质申请与换证主要人员指标考核要点06-26教师教学业绩总结08-27托福听力备考关键09-29cpu主要的性能指标10-07南宁体育中考被指标准太高10-01
-
科学发展观:关键是要树立正确的政绩观
-
应届毕业生写简历的几个关键点
-
应届毕业生写简历的几个关键点
-
创业致富的七大关键汇总
-
2011年政法干警复习指导:申论阅读理解三关键
-
2023年绩效考核指标制定的原则有通用
-
最新员工绩效考核指标方案4篇(通用)
-
最新各项检查指标的临床意义 医学检查指标记忆口诀实用
-
浅谈企业管理的关键-执行力
-
简历过筛选关的六项硬性指标
-
最新做好职业规划的三个关键(4篇)
-
最新项目经理绩效考核指标(四篇)
-
大学毕业生创业成功的五个关键
-
成功面试的关键
-
《关键在于落实》学习心得:我说“关键在于落实”
-
最新做好职业规划的三个关键(7篇)
-
最新如何识别项目关键路径和方法 项目关键路径法大全
-
最新提升网站关键词排名的方法 如何将网站的关键词排名优化汇总
-
申论小题关键词 申论如何找关键词关键句3篇(模板)
-
考试的含义人生 考试指的是实用
-
产品经理绩效考核指标优秀
-
最新seo如何优化网站的核心关键词和关键词优秀
-
《关键在于落实》的学习感想
-
人才是建设社会主义新农村的关键
-
最新公司各岗位(关键岗位 公司关键岗位及人员配置4篇(实用)
-
中外企业文化交融的关键是实行本土化
-
最新做好职业规划的三个关键六篇(汇总)
-
最新做好职业规划的三个关键(大全三篇)
-
一份好简历的五大关键词
-
财会考证关注4个最关键的W
-
面试关键点
-
最新做好职业规划的三个关键(优秀6篇)
-
《认识键盘》教学反思简短 认识键盘教学目标(实用3篇)
-
2023年中国文化 关键词 中国文化精神的关键词(五篇)
-
写于关键时刻的情书
-
2022年项目主管绩效考核指标(6篇)
-
2023年做好职业规划的三个关键(7篇)
-
秘书写作意化的关键
-
写于关键时刻的情书
-
《关键在于落实》有感
-
公司文化:企业经营管理的关键动力
-
关于xxx同志的业绩鉴定
-
关于XXX同志的业绩鉴定
-
写出超牛英文简历的关键技巧
-
“公选”的关键在于“制度”
-
面试准备的关键问题
-
最新绩效考核体系的含义汇总
-
加强依法惩处是治理腐败的关键
-
集思广益 发挥政协作用的关键
-
最新c语言的36个关键字优质
-
兴趣不是择业的唯一指标
-
2023年招聘专员绩效考核指标表(4篇)
-
简练自我介绍和专业性回答是面试的关键所在
-
《关键在于落实》的学习心得体会
-
学习《江泽民文选》关键是要领导精神实质指导具体工作
-
关于求职面试的关键点的面试技巧
-
新人求职一招制胜的关键
-
有关面试自我介绍的四大关键
-
最新研发人员绩效考核指标 研发人员绩效考核打分表(24篇)
-
村长的指标
-
职业生涯管理如何降低成本的方法 调整职业生涯的关键(5篇)
-
做好职业规划的三个关键 职业生涯规划(7篇)
-
最新做好职业规划的三个关键 怎么做自己的职业规划(五篇)
-
学术期刊的关键点控制
-
关于面试自我介绍的关键有哪些
-
再谈关键是要取得实效
-
沟通---家园同步教育的关键
-
资深HR告诉你面试的关键
-
教学设计方案的关键(七篇)
-
《关键在于落实》心得体会
-
最新做好眉色很关键的成语模板
-
成功软件业的6大“文化指标”
-
城关镇实施“五指工作法”的调查
-
最初的五分钟是面试关键点
-
业绩不达标检讨书200字 业绩不达标检讨书1000字(三篇)
-
学习《关键在于落实》有感
-
2023年做好职业规划的三个关键6篇(优秀)
-
业绩标兵获奖感言简短(7篇)
-
营销管理是突破中小企业销售瓶颈的关键
-
城关镇实施“五指工作法”的调查
-
教学设计方案的关键(15篇)
-
一般关键词论文题目中的常见写法(1)
-
求职面试的关键点的面试技巧
-
2023年职业指导人员的职业标准优质
-
最新我的初中生活关键词优秀(7篇)
-
安全关键在自我
-
2023年作业指导书标准 作业指导书标准化语言12篇(优质)
-
增收是农村小康建设的关键
-
读《关键在于落实》一书心得
-
2022年关键技术(8篇)