10 tips to improve study performance by gaining focus and getting less distracted. These tips have been compiled on the basis of scientific insights from cognitive psychology, neuropsychology and educational science and from our own research into stress, engagement and study performance.
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Background and aims Osteoarthritis (OA) of the knee or hip is associated with limitations in activities of daily life. There are only a few long-term studies on how knee or hip OA affects the course of physical performance. The aim of this study was to investigate the effects of knee or hip OA on physical performance during a follow-up period of 10 years. Methods Participants in the Longitudinal Aging Study Amsterdam with self-reported hip or knee OA (N = 155) were prospectively followed for 10 years on 4 occasions from the onset of OA and compared to participants without OA (N = 1004). Physical performance was tested with walk, chair stand and balance tests. Scores for each test were summed to a total performance score (range 0–12), higher scores indicating better performance. Generalized estimating equations were used to analyze differences between participants with and without OA, unadjusted as well as adjusted for confounders. Results There was a significant interaction between OA and sex (P = 0.068). Both in men and women, total performance was lower for participants with OA, with greater differences in men. Chair stand and walking performance (P < 0.05), but not balance, were lower in participants with OA. After adjustment for confounders, these associations remained significant in men but not in women. Additional analyses correcting for follow-up duration and attrition showed lower performance scores for men and women with OA. Conclusions OA negatively affected physical performance 3–6 years after it was first reported. Performance in men with OA was more affected than in women.
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This article describes the relation between mental health and academic performance during the start of college and how AI-enhanced chatbot interventions could prevent both study problems and mental health problems.
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Enhancing communication performance skills may help children with Down Syndrome (DS) to expand their opportunities for participation in daily life. It is a clinical challenge for speech-language pathologists (SLP) to disentangle various mechanisms that contribute to the language and communication problems that children with DS encounter. Without clarity of different levels of functioning, appropriate interventions may be poorly conceived or improperly implemented. In the present study, the International Classification of Functioning, Disability and Health – Children and Youth Version (ICF-CY) framework was used to classify contributing factors to communication performance in a multiple case study of six young children with DS. Within a comprehensive assessment, we identified individual and environmental facilitators and barriers, leading to an integrative profile of communication performance (IPCP) for each child. Whereas these six children shared a developmental, and/or expressive vocabulary age and/or level of communicative intent, the children faced similar but also unique personal and environmental factors that play an important role in their communication performance. Our data reveal that a combination of different factors may lead to the same language outcomes and vice versa, based on a unique pattern of interdependency of ICF-CY domains. Planning SLP interventions for enhancing communication performance in children with DS should therefore be based on a comprehensive view on the competences and limitations of every individual child and its significant communication partners. This evaluation should address facilitators and barriers in body functions, structures, activities, participation and environment, with a specific focus on individual strengths. The ICF-CY provides a useful framework for constructing an IPCP that serves this purpose.
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Research conducted by the Research Group Study Success indicates that many students experience performance pressure. In addition, we’ve noticed an increase in performance pressure in recent years. A little bit of performance pressure can be a good thing: it can facilitate concentration or hitting your deadlines. Are you feeling pressured over extensive periods of time, or are you experiencing stress, lack of sleep, or decreased concentration due to concerns about delivering on performance? Then it is probably a good plan to spring into action. With this info sheet we will explain what performance pressure entails, what causes it, and we will offer suggestions on how to handle performance pressure.
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From the article: With increasing investments in business rules management (BRM), organizations are searching for ways to value and benchmark their processes to elicitate, design, accept, deploy and execute business rules. To realize valuation and benchmarking of previously mentioned processes, organizations must be aware that performance measurement is essential, and of equal importance, which performance indicators to apply to the performance measurement processes. However, scientific research on BRM, in general, is limited and research that focuses on BRM in combination with performance indicators is nascent. The purpose of this paper is to define performance indicators for previously mentioned BRM processes. We conducted a three round focus group and three round Delphi Study which led to the identification of 14 performance indicators. Presented results provide a grounded basis from which further, empirical, research on performance indicators for BRM can be explored.
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USE conference paper.Ever since the mid-1970s a multitude of studies linking corporate sustainability performance (CSP) measures and financial performance measures have been conducted. Until today a plethora of corporate sustainability performance measures heve been developed. A universally accepted CSP definition of construct does not (yet) exist. Since we don't exactley know what CSP entails, CSP measures should (at least) be considered conceptually flawed for that matter. These measures may measure CSP, but it cannot e excluded that other (overarching) phenomena are measured. There are leads suggesting that CSP measures are reflections or representations of corporate culture, suggesting that corporate culture drives FP. If so, managers should not focus on increasing CSP to boost FP, but create a high culture for sustainability If corporate culture drives financial performance, the investment community can also benefit through improving its decision making processes by including CSP measures that reflect corporate culture.
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Longitudinal Business Process Management (BPM) studies are rare. BPM maturity and process performance can be used to quantify an organization's BPM evolution. This research aims to examine the growth of BPM maturity over time and its impact on process performance inside an organization in continuous transformation. Over a seven-year period, BPM maturity and process performance were measured annually at a Dutch university. During this time, the organization has undergone an organizational restructuring with a focus on process management and has temporarily switched completely to digital education propelled by the Covid-19 crisis. Based on a repeated cross-sectional study (N = 921), the results present key BPM maturity features that are critical during disruptive organizational transformations. Furthermore, we found that BPM maturity is positively related to process performance throughout organizational changes during the period of our research
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More than 25!years after Moore’s first introduction of the public value concept in 995, the concept is now widely used, but its operationalization is still considered difficult. This paper presents the empirical results of a study analyzing the application of the public value concept in Higher Education Institutions, thereby focusing on how to account for public value. The paper shows how Dutch universities of applied sciences operationalize the concept ‘public value’, and how they report on the outcome achievements. The official strategy plans and annual reports for FY2016 through FY2018 of the ten largest institutions were used. While we find that all the institutions selected aim to deliver public value, they still use performance indicators that have a more narrow orientation, and are primarily focused on processes, outputs, and service delivery quality. However, we also observe that they use narratives to show the public value they created. In this way this paper contributes to the literature on public value accounting.
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