Proceedings

QUO VADIS IN MEASURING BUSINESS
PERFORMANCE? A PRACTICAL SOLUTION
FOR THE IT SECTOR
Claudia Elena SERBAN 1 ,
Oana-Adelina FLORICIOIU & Radu-Daniel LOGHIN
Bucharest Academy of Economic Studies, Romania
ABSTRACT
This paper aims to provide, in light of the growing importance of performance management
in all socio-human activities, a strategic planning and management system for the IT sector.
Using a strategic planning and management control system in an efficient way helps to
generate value and raise the living standards in a community. These form the premises for
sustainable growth, an ideal which should concern every active or inactive member of a
society. The contents of the paper are the result of applied positive research, as it tries to
shape an existing strategic planning and management system regarding the necessities of
information technology for the betterment of the economy.
KEYWORDS: performance, performance management, management control system,
performance monitoring, balanced scorecard
INTRODUCTION
The term performance originates in Latin, and its current meaning has been retained
in English as the ability of socio-human activity to reach its purpose, vision, and its
innate objectives. Attempting to define this notion from an economic point of view, a
notion which, as Jianu I. stated, is so „sweet” in meaning but so “bitter” in
complexity, we can distinguish three major directions pertaining to the success margin
in achieving strategic objectives as well as goals relevant for socio-human activities,
the ability of a socio-human activity to bring value to all related parties, as well as the
ability of socio-human activity to achieve a high level of effectiveness and efficiency.
According to the first direction, socio-human activity is performant when it achieves
its intended strategic perspectives. In desiring to follow the strategic perspectives,
enterprises or socio-human-activities develop monitoring systems, which are used to
trace out the appropriate course of action. Monitoring involves using goals as well as
some sophisticated valuation systems. In this context, enterprises, identical size, area
of interest and even socio-political-geographical factors are easily distinguishable
according to the vision set out by the human equity relevant to the economic sector.
Jianu I., in her work titled Evaluarea, prezentarea şi analiza performanţei
întreprinderii,” captures this aspect with the following paragraph: “What is an
achievement in a given statement, set by certain goals and objectives may not be so
1
Correspondence address: Claudia Elena SERBAN, Bucharest Academy of Economic Studies;
email: claudiaserbanos@yahoo.com
~ 444 ~