Digitalization – From Controlling to performance evaluation in the light of Industry 4.0

Abstract Digitalization is also fundamentally changing the field of management controlling and human performance management. As such, the transition to digital business will affect all types of business operations, including business models and supply chains, as well as support functions such as human resources and accounting. In the finance function, digitalization has led to the automation and robotization of routine processes and the application of business intelligence to data analysis. The importance of performance is self-evident for companies operating in the competitive business sector and quantifying results is a daily activity. In for-profit organizations, it is common practice to measure and monitor both organizational performance and the individual performance that contributes to it and to build an incentive system around this. In this paper, I will present - with the help of fieldwork in large and leading public enterprises - the related legislative environment, the actual operation, the practical experience of the studies carried out, and the general HR and corporate governance interfaces and methods used, thus indicating, and supporting my hypothesis that the existence of technical and regulatory conditions does not automatically mean that the system can be used effectively and strategically. Keywords: Digitization, Industry 4.0, Controlling, Competitive sector, Public Companies, Human Performanc