Performance Measurement in Business Process, Workflow and Human Resource Management

Glykas, Michael

doi:10.1002/kpm.387

Cited by 7 publications

(4 citation statements)

References 43 publications

(46 reference statements)

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“…Earlier studies have focused on the relationship between business processes and organizational structures (for example, Hearn and Choi, ). Glykas (, ) presented a toolset for business process modeling and analysis. The toolset combined process management tools (such as business models, cycle time, and primitive cost), human resource management tools (such as job descriptions and performance measures), and workflow management tools (such as transactions, business rules, and workflow models).…”

Section: Discussionmentioning

confidence: 99%

The Strengthened Business Process Matrix - A Novel Approach for Guided Continuous Improvement at Service-Oriented SMEs

Aarnio¹

2015

Know. Process Mgmt.

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The principle of continuous improvement is widely used at firms when striving for improved business performance. One goal that is typically sought in terms of continuous improvement is the achievement of consistent operations within business processes. Despite the commonness of this approach, firms often face business process‐related problems. This paper introduces an approach to improve the quality and the feasibility of business processes at small‐sized and medium‐sized service‐oriented firms. The approach is based on the analysis of observations gathered at four case companies over 25 years. In the study, business processes were grouped into three categories: (i) strategic steering tool‐related procedures without business process descriptions; (ii) operative service component‐related business processes; and (iii) the business process matrix, including general descriptions for (a) the operative processes of daily activities, special occasions, and life‐cycle management and (b) the steering processes of entity management. The feasibility of the business process matrix was strengthened by interrelating the redetermined steering tools, that is, service promise, service portfolio, principles, and organization. The strengthened business process matrix is an example of guided continuous improvement, meaning that the role of the organization is to apply the content of the strengthened business matrix rather than to create it from nothing, by trial and error, or from diverse sources. The main contribution of this study to business process research is in combining a scientific perspective with the actual needs of service‐oriented small‐sized and medium‐sized firms, based on a quarter‐century‐long insight into their management and working practices. Copyright © 2015 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

The Strengthened Business Process Matrix - A Novel Approach for Guided Continuous Improvement at Service-Oriented SMEs

Aarnio¹

2015

Know. Process Mgmt.

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“…Each alternative is assessed based on the outcomes of variables-measures or sets of interlinked predefined variables-measures. Decision Trees (DT) is one of the most well known decision analysis methodologies and is based on machine learning techniques like Neural Networks (d'Alché-Buc al., 1994;Glykas, 2011a;Glykas 2011b) or Bayesian Networks (Janssens et al, 2006;Janssens et al, 2004;Xirogiannis et al, 2010).…”

Section: Fuzzy Cognitive Maps In Decision Analysismentioning

confidence: 99%

Fuzzy Cognitive Strategic Map Hierarchies In Performance Measurement, Modeling And Reorganization

Ioulia¹

2022

The European Proceedings of Social and Behavioural Sciences

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The paper focuses on the use of Fuzzy Cognitive Mapping (FCM) in the Balanced Scorecard (BSC) performance measurement framework. We present a state of the art in the areas of performance measurement and BSC. We highlight the limitations of BSC frameworks and the drawbacks identified in strategic maps. We then present the FCM algorithm and its use in decision making as a solution to identified limitations and drawbacks. We elaborate on an FCM methodology and a supporting FCM software application called FCM Modeler for the development of FCM hierarchies. The methodology and the tool are used for the application of BSC in Operations Management (OM). The aim is to facilitate the OM decision making process by utilizing and exploiting the predictive modeling and analysis capabilities of FCMs. We present the design and simulation capabilities of the FCM Modeler tool and the analysis reports that can be produced in an OM Enterprise Resource Planning (ERP) case study.

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“…Several researchers have suggested the importance of integrating business process management and human resource management (Cakar, ; Glykas, ). The rationale behind their arguments is that business processes explicitly specifies the tasks that should be conducted by human resources and provides related data.…”

Section: Practical Implicationsmentioning

confidence: 99%

Dynamic human resource selection for business process exceptions

Lee

SeungHoon

Kim

et al. 2018

Knowl Process Manag

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A key capability of today's organizations is to flexibly and effectively react to unexpected events. A critical case of an unexpected event is sudden unavailability of human resources, which was not properly addressed by existing resource allocation approaches. This paper proposes a systematic approach that analyzes event logs to select suitable substitutes if the initial human resources become unavailable. The approach uses process mining and social network analysis to derive a metric called degree of substitution, which measures how much the work experiences of the human resources overlap, from the two perspectives: task execution and transfer of work. Along with the metric, suitable substitutes are also identified. A simulation demonstrates that the approach identifies suitable substitutes more effectively and accurately than existing allocation methods such as role-based allocation or random allocation. The proposed approach will increase the effectiveness of dynamic allocation of human resources, especially in an exceptional situation.

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Performance Measurement in Business Process, Workflow and Human Resource Management

Cited by 7 publications

References 43 publications

The Strengthened Business Process Matrix - A Novel Approach for Guided Continuous Improvement at Service-Oriented SMEs

The Strengthened Business Process Matrix - A Novel Approach for Guided Continuous Improvement at Service-Oriented SMEs

Fuzzy Cognitive Strategic Map Hierarchies In Performance Measurement, Modeling And Reorganization

Dynamic human resource selection for business process exceptions

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