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Wskaźniki osiągnięć w ocenie skuteczności i efektywności kształcenia w szkołach wyższych

100%
Jelonek M.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
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2012
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issue 894
41-53
EN
The use of performance indicators in the diagnosis and evaluation of institutions of higher education (HE) is becoming ever more common. This article is devoted to problems in using such indicators to assess the work of the university. This issue is firmly rooted in the ongoing contemporary debate on the effectiveness and efficiency of the academic sector. I look at both the potential for the use of performance indicators and their weaknesses, and further propose to discuss two problems related to the use of the performance indicators in higher education. In the paper the types and methods of constructing the indicators used to evaluate HE institutions are characterised. Key criteria for evaluating these metrics are then presented. Reflections on the selection of indicators and construction criteria are illustrated by the example of selected, frequently misinterpreted indicators.
2

NOVEL APPROACH TO MEASURING BUSINESS PROCESS PERFORMANCE

100%
Simeunović B., Tomašević I., Slović D., Stojanović D.
Ekonomický časopis (Journal of Economics)
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2020
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vol. 68
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issue 4
360 – 379
EN
In the literature, as in practice, there are numerous models for measuring business performance but only a few of them are focused on the business processes, and have integrated process measures with strategic goals, in a way to enable companies to measure progress towards achieving business goals. This paper seeks to address these issues by proposing a new process performance measurement (PPM) model, named GPI model. Model was designed using evidence from the literature, it was tested through multiple case study research, and then it was modified and verified. The GPI model has the potential to become a useful tool for managers in several ways: firstly, the model can be used as a guidance for establishing PPM system that is aligned with strategic goals of company; secondly, the model can be used as it is, with a slight model customization; and thirdly, the universal list of Process performance indicators can be used as a source for best practice.
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