Performance Measurement and Indicators

Stefano Tonchia () and Luca Quagini ()
Additional contact information
Stefano Tonchia: Università di Udine
Luca Quagini: SDG Group

Chapter Chapter 1 in Performance Measurement, 2010, pp 1-8 from Springer

Abstract: Abstract This chapter introduces the concept of Performance Measurement as an integral part of Business Management. It highlights the importance of measuring performances to achieve successful corporate management procedures, from planning right through to the final control. Economic-financial performances are, in fact, just the tip of the iceberg when it comes to operative performances and customer satisfaction performance levels; they require specific measurements using accurate performance indicators from the Performance Measurement System (PMS), the most renowned model being the Balanced Scorecard. Performance Measurement is also crucial to the implementation of managerial practices and human resource evaluation.

Keywords: Customer Satisfaction; Trade Performance; Internal Performance; Performance Measurement System; Customer Satisfaction Index (search for similar items in EconPapers)
Date: 2010
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-642-13235-3_1

Ordering information: This item can be ordered from
http://www.springer.com/9783642132353

DOI: 10.1007/978-3-642-13235-3_1

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().