can be defined as work activity and its dynamics but also as a measurable work outcome [ Roe, 1999 ]. Furthermore, it can be considered on individual, group, or organizational level, which is reflected in specific goals that correspond with each level [ Roe, 1999 ]. Based on this description, six main categories, considering the type and level of performance, have been created: processperformance on the individual level, processperformance on the team level, processperformance on the organizational level, outcome performance on the individual level, outcome
Palmira López-Fresno and Fernando Fernández-González
Business Process Management (BPM) has been increasingly focused as an holistic approach to manage organizations for better organizational effectiveness. BPM involves the use of innovative performance measurement systems to follow up, coordinate, control and improve processes and overall business efficacy and efficiency. In this paper we propose a global holistic perspective of integrated information, combining the view of all stakeholders and both qualitative and quantitative information, as a basic prerequisite for quality of information for better decision making. The paper includes findings from an empirical case study of measuring Parkinson's Disease Neurosurgery process, including stakeholder's view with an integrative perspective.
Erika Škvareková, Marianna Tomašková, Gabriel Wittenberger and Štefan Zelenák
and Energy , 2008, 222, (A7), Special Issue.
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Positive correlation between knowledge human capital and financial performance
Positive correlation between knowledge human capital and customer-focused performance
Positive correlation between knowledge human capital and internal processperformance
Positive correlation between knowledge human capital and learning and growth performance
Positive correlation between ability human capital and financial performance