Performance measurement system

This article is about measuring a company's performance; for the performance measurement of individual employees see employee evaluation .

A performance measurement system or key figure system is a system that is used to carry out measures in the area of ​​" performance measurement " on the basis of key figures . Performance measurement is a process in which information with regard to the performance of individuals, groups, organizations, systems or components is collected, analyzed and presented. Often it has to do with the analysis of processes within organizations and aims to determine whether the results correspond to the intentions. A common use of the term relates to the performance measurement of a company or a business unit. It is therefore part of the English-language jargon that is widespread in German business life .

In contrast to a key figure system , a performance measurement system is a management system that is used for (multi-dimensional) performance measurement and corporate management. In terms of functionality, it therefore goes beyond a mere system of indicators. The measurement does not only refer to conventional performance parameters (such as sales , profit , return on investment ), but a holistic view of many influencing variables. In addition to the traditional, purely financial key figures , employee and customer satisfaction , number of new customers, employee performance and behavior , fluctuation rates , etc. can also be monitored and evaluated. Value-oriented performance measurement systems have a clearly defined key figure, the performance measure (e.g. company value, economic value added), which is explained by the other figures; see. Performance (risk management) .

A large number of performance measurement systems exist in theory and practice. The most well-known are:

• the balanced scorecard ,
• the EFQM model
• the Tableau de Bord
• the data envelopment analysis (Dateneinhüllanalyse)
• the Skandia Navigator ( intellectual capital statement ).
• the performance pyramid
• the performance prism
• the Quantum Performance Measurement System
• value-based management (see corporate management )
• the indexed operational performance measurement
• the risk-oriented performance management systems ( performance (risk management) )

literature

• A. Brem, N. Kreusel, Ch. Neusser: Performance measurement in SMEs: literature review and results from a German case study . In: International Journal of Globalization and Small Business . Vol. 2, No. 4 , 2008, p. 411-427 .
• R. Gleich: The system of performance measurement . Munich 2001, ISBN 3-8006-2707-8 .
• R. Gleich: Performance measurement as a controlling task . In: R. Gleich, K. Möller, W. Seidenschwarz, R. Stoi (eds.): Controlling progress . Munich 2002, ISBN 3-8006-2820-1 .
• W. Gleißner: Value-oriented corporate management and risk-adjusted capital costs: risk analysis instead of capital market data as a basis for information, in: CONTROLLING, 3/2011, pp. 165–171; http://www.werner-gleissner.de/site/publikationen/WernerGleissner_offiziell-Nr-951-Wertorientierte-Untern Firmenfuehrung-und-risikogerechte-Kapitalkosten-Risikoanalyse-statt-Kapitalmarktdaten.pdf
• T. Wenk: Performance Measurement Systems and their use as a management system . Aachen 2006, ISBN 3-8322-4901-X .
• G. Michael: Performance Measurement Systems . 2nd Edition. German University Publishing House, Wiesbaden 2002.