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ABSTRACT PERFORMANCE MEASUREMENT IN MULTI OBJECTIVE COMBINATORIAL OPTIMIZATION Bozkurt, Bilge M.Sc., Department of Industrial Engineering Supervisor: Prof. Dr. Murat K&ouml / ksalan September 2007, 96 pages In this study we address the problem of measuring the quality of different sets of nondominated solutions obtained by different approaches in multi objective combinatorial optimization (MOCO). We propose a new measure that quantitatively compares the sets of nondominated solutions, without needing an efficient frontier. We develop the measure for bi-criteria and more than two criteria cases separately. Rather than considering only the supported solutions in the evaluation, the measure captures both supported and unsupported solutions through utilizing weighted Tchebycheff function characteristics. We also adapt this method for determining the neighborhood relations on the weight space for both bi-criteria and more than two criteria cases. We check the consistency of the neighborhood assumption on the objective space with the neighborhood relations on the weight space by this measure and obtain highly good results. Keywords: Multi objective combinatorial optimization, performance measurement

Toady, the rapid changes in business environment of shortened product life cycles and advanced technology, drew the attention upon research and development¡¦s (R&D) contribution to competitive advantage. As a result, valuing the performance of R&D has become exceedingly important. This study established a general framework of R&D performance measurements by reviewing and organizing literatures and researches on R&D performance, along with giving an insight on what are the most valued measurements with applying the Analytic Hierarchy Process (AHP) method. The questionnaire which developed from AHP was filled by senior managers of R&D. Valuing from industry and R&D function perspective, we had the results of four similar core R&D performance measurements of Customer Satisfaction, Technology commercialized, Market Share, and Technical achievement. However, the individual ranking from these perspectives, are quite different. In the sense of high-technology and traditional industry, having the same top five measurements of Customer Satisfaction, Market Share, Technical achievement, Technology commercialized, and Profitability, the ranking for each industry is differ. As for new product development (NPD) and process improving function, having the same four out of five core R&D performance measurements of Customer Satisfaction, Market Share, Access to New Market, and Technology commercialized, the ranking for each function is differ. The results for priorities and weights of each R&D performance measurements, are not only giving an insight on the most preferred measurements, but also when coming for measuring performance, the weights upon the measurements should be considered for more accuracy in performance evaluation. Also the indifference of core measurements for differ industries or R&D functions, which indicates when establishing performance measurement in practice, there can be same measurements; however there should be different ways upon valuing, since the priority for them are different.

For a long time ,the whole performance of the Taiwan¡¦s terminals that present both the passengers and the aircraft movements decline tendency.This research was from 2003 to 2007 the Taiwan¡¦s top 10 terminals as the object of study. The aim of study was providing the government and managers understood the implying of performance. This study based on Avkiran & Rowands (2008) Three-Stage SBM-DEA for the main methodology that excluded both external factor and statistic interference. And applied auxiliary by Malmquist index, carried on the performance measurement of the Taiwan¡¦s top 10 terminals with more detached and more impartial. According to the analysis it provided the government and managers to improve and work out a better future.

<p>The purpose of this Bachelor Thesis is to study performance measurement within two lo-gistics companies and how they balance financial and non-financial performance measures.</p><p>The study takes a qualitative approach to find out how, and also why the two selected logis-tics companies handle performance measurement the way they do. Current discussions on the topic of performance measurement involve whether smaller companies can benefit from measuring non-financial aspects of its business and develop measurement systems such as the Balance Scorecard, or whether this is a waste of a small companies’ scarce resources and is something that can best be utilized by larger companies with more resources. Some au-thors argue concerning performance measurements that size influence the firm’s controlling systems, as larger firms tend to rely more on formal administrative control while small and medium sized companies could therefore be seen as having a more informal administrative control. According to the initial survey done in this study company size seemed to be re-lated to the extent which companies were involved in performance measurement.</p><p>The two logistics companies participating in the main study are Hemglass and Kronans Droghandel. KD work deliberately with performance measurements based on long-term thinking in connection to their strategy while Hemglass doesn't work with these issues to the same extent. In accordance to our findings in this study Kaplan & Norton (1996) state that the major expected benefits and reasons for using both financial and non-financial measures materialize when the relationships between the two are understood. These rela-tionships can be hard to establish, some links are more obvious than others, but if this can be managed the performance measurement efforts will be more fruitful.</p>

<p>Problem: Although performance measurement systems (PMSs) in firms to a large extent regard motivation of the employees, motivation theory is rarely used as frame-work to study the use and implications of PMS. The starting point of our identified problem is the narrow theoretical framework used in prior research of formulation of PMS in firms, when only relying on agency theory. We consider the present conceptions used as a foundation for the results in theoretical and empirical research of PMS are a barrier for more efficient governance control in firms. Therefore we ask if agency theory alone solid enough as a framework to capture the complex behavioural aspects of PMS? Or does an incorporation of motivation theory extend the under-standing of the use of PMS in firms? The answer has got important practical implications for all firms characterised by the separation of ownership and control. This brings us to the question: When evaluating and rewarding employees, which aspects are crucial to consider when formulating PMS in order to maximise the value of the firm?</p><p>Purpose: The purpose of this thesis is to extend the understanding of the use of PMSs in banks. Contrary to prior research in this field, our purpose is to extend the conceptual framework by incorporating motivation theory extensively when analysing the use of PMS. In addition the results of this study are intended to give practical indications from a firm value maximizing perspective of which aspects that are crucial when formulating a PMS.</p><p>Method: A qualitative method has been chosen to collect empirical data to our study. We have conducted interviews with our respondents working in the two banks. Mo-reover from our theoretical and empirical the conclusions are drawn in line with the approach of abduction.</p><p>Conclusion: From what we have seen in our study there is no absolute answer, since there are many contingencies which affects how a PMS should be adapted to an organisation. However, due to four numbers of reasons we have come to the conclusion that the use of one atomistic measurement system, together with a profit-sharing system, is to prefer where all employees are rewarded equally.</p>

There is a movement in government toward more accountability and higher performance in the delivery of services. Well-managed and documented results are vital to transparency and enhanced decision-making ability for managers. Performance management and measurement is becoming a bigger part of the dialogue in the public sector, even though it has been present for decades in the private sector. One tool that is being adopted by public sector organizations is scorecards or balanced scorecards for performance measurement or management frameworks. Increasingly these tools are being used to satisfy the public’s and legislature’s desire for more accountability among the public sector in service delivery with public funds. These tools can fill the gap between simple budgetary or financial reporting to including more diverse non-financial indicators of performance. They can also provide a framework for better performance management and decision-making ability in addition to reporting on performance measures. This report provides an overview of scorecards and introduces concepts for the public sector that may bridge the gap between simple reporting and incorporating a scorecard for management purposes. It also suggests some non-standard techniques to utilizing cutting edge approaches to enhance the usability of scorecards as a more dynamic reporting and management tool. / text

"Realizing corporate vision through balanced scorecards" Date: May 28, 2015 Level: Bachelor thesis in Business Administration, 15 ECTS Institution: School of Business, Society and Engineering, Mälardalen University Authors: Roman Alam Olof Hällman July 2, 1987 May 11, 1989 Title: Realizing corporate vision through balanced scorecards Supervisor: Magnus Hoppe Keywords: Balanced scorecards, corporate vision, key performance indicators, performance measurement, strategy. Research question: Why are balanced scorecards implemented and how are they adapted and developed? Purpose: The purpose of this thesis is to describe what reasons companies claim for implementing balanced scorecards and how these companies adapt and develop the scorecards. Method: To conduct a qualitative research, a literature review, a case study and interviews were carried out to draw the conclusions of the thesis. Conclusion: The study identified industry-, business- and organization-specific adaptations of the balanced scorecard as a performance measurement tool to link strategy and corporate vision to future decisions and actions.

This study investigates the challenges of implementing a performance management development system (PMDS) in the Department of Transport as a learning organisation. The objectives were: * To evaluate the PMDS that is currently utilised to motivate employees and to determine problems encountered in the implementation thereof with a view to employing a learning organisation approach. * To determine new approaches to the implementation of the PMDS. * To uncover problems encountered in the implementation of the PMDS. The study focused on managers and supervisors as the main role-players in the assessment of the PMDS. Supervisors were given questionnaires concerning issues pertaining to PMDS and learning organisations. Respondents were asked whether the role of trainers is visible in strengthening communication structures allowing employees to participate meaningfully in the decision-making processes of their organisation. The following research questions were asked: * What challenges do the Department of Transport in KZN, Pietermaritzburg faces concerning the PDMS and in becoming a mature learning organisation? * Is the PMDS compatible with a learning organisation? * How has the PMDS been utilised to motivate employees and to uncover problems encountered in the implementation of the PMDS? * How does the Department of Transport identify new approaches required for the implementation of the PMDS? / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

The purpose of this thesis is to point out how a company can gain a better process by using PM in an effective way. The report concludes that the existence in practice of theoretically important aspects are different, also that the most correct way of leading the aspects are through the creation of a PM process. During this thesis work the benefits with performance measurements have been analyzed. Since the genesis of the industrialisation there have been growing needs to identify ways of understanding how a company functions. One of the main events historically leading to the broad adoption of PM was the introduction of the DuPont model. The DuPont model developed by DuPont and General Motors during the beginning of the 20th century quickly became the industry standard in the US for financial analysis. The Dupont model gave PM a central role in evaluating the performance of a company. Companies are today driven towards a higher level of responsiveness and flexibility in order to remain competitive. In order to measure the advancement towards these objectives, an increasingly complex set of activities collection of PM to monitor performance satisfactorily. Often however, PM are still developed around traditional, functional metrics focusing on departmental issues, rather than on the whole value stream. There has also been analyzed how a manufacturing company can use PM in an effective way. Under this thesis it emerged that the most crucial factor affecting the companies PM was that it was hard to understand how to use it correctly. When a company use it correctly it determines where the company stands, if they want to be competitive in the future and a method to maintain a good value stream flow. The economical factors for the company are at least important because all decisions always include costly investments. At the same time a company’s PM must be as efficient as possible and generate a good investment. Also other factors have been presented in this thesis but do not affect the effectiveness of the PM. The most important factors found to a more effective PM were; does the PM fulfil its purpose, is the performance attained, to make the purpose explicit and at last boost the education around the subject. The whole research has been carried out over a twenty-week period, during that period data collection has been performed via case studies. The rest of the data collection has been collected through a literature review by examining relevant data to answer the two research questions. This thesis have led to a better understanding regarding how to use PM and the benefits of it. This are based on the collected data from the case studies and from the theoretical findings, the empirical data were analyzed in a way that the company understood what was wrong with today´s PM.