<abstract xmlns="http://www.w3.org/1999/xhtml"><p>The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.</p></abstract>

The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.

Linking a performance management system and competencies: Qualitative research

Engineering Management in Production and Services

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

{"article-title":"Linking a performance management system and competencies: Qualitative research"}

The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the...

		1	...	i	...	n
		PERFORMANCE INDICATOR PI₁ 1 ∨ 0		PERFORMANCE INDICATOR PI_I 1 ∨ 0		PERFORMANCE INDICATOR PI_N 1 ∨ 0
F1	Name of the PI		... ...		... ...		ΣA_i <0,n>
F2	Relation to the business process	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
F3	Relation to the strategic goal	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
F4	Strategic goal (name and sign of the strategic goal)	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
F5	Responsibility for the PI’s definition	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
T1	Responsibility for the target value definition	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
T2	Unit of the PI	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
T3	Period defined for the target value achievement	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
T4	Determinants of the target value definition	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
T5	Target value (number)	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
I1	Responsibility for the data recording	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
	Frequency of data
I2	recording	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
I3	Place for data recording	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
I4	Source of data	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
I5	Calculation formula	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
I6	Automation of the calculation (manually/software)	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
E1	Responsibility for the PI’s evaluation	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
E2	Frequency of the PI’s evaluation	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
E3	Visualisation of the achieved performance	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
E4	Action in case of a performance gap	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
E5	Warning signal for the evaluator	1 ∨ 0	...	1 ∨ 0	...	1 ∨ 0	<0,n>
	ΣA_j	<0,21>		<0,21>		<0,21>

Linking a performance management system and competencies: Qualitative research

Online veröffentlicht: 24. Apr. 2019

Seitenbereich: 51 - 67

Eingereicht: 05. Nov. 2018

Akzeptiert: 01. März 2019

DOI: https://doi.org/10.2478/emj-2019-0004

© 2019 Veronika Korenková, Ján Závadský, Marcin Lis published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Fig. 1

Z-MESOT Matrix