Implementation and performance evaluation using the fuzzy network balanced scorecard

2010 ◽  
Vol 55 (1) ◽  
pp. 188-201 ◽  
Author(s):  
Ming-Lang Tseng
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
And Performance ◽  
Fuzzy Network

Design and planning of the balanced scorecard: A case study

2007 ◽  
Vol 26 (3) ◽  
pp. 217-227
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Performance Evaluation ◽  
Balanced Scorecard ◽  
Process Management ◽  
Planning Process ◽  
Company Performance ◽  
Correct Process ◽  
The Balanced Scorecard ◽  
Strategy Planning ◽  
And Performance

In the industrial economy, evaluating company performance based on financial results was good enough. However, in the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation. The balanced scorecard is a tool or method for balancing an organization's performance and can react to situations where a company's direction becomes disoriented. This approach assists in strategy planning, process management, and performance evaluation from four perspectives, including financial, customer, internal process, and learning and growth. Good strategy planning provides companies with a correct management direction, correct process management ensures the efficient execution of plans, and correct performance evaluation illustrates the execution results. This study mainly focuses on how a large rubber company in Taiwan utilizes the balanced scorecard in its organization. As the technical perspective is important in the rubber keypad industry, besides the four above perspectives, this company has added the technical perspective. By introducing this company and its progress in implementing the balanced scorecard, this study hopes to provide other companies, especially rubber companies, with a planning direction and reference for the future implementation of the balanced scorecard.

scholarly journals Using of the Balanced Scorecard for Performance Evaluation: Empirical Evidence from the Listed Corporations in the Palestine Exchange (PEX)

2016 ◽  
Vol 11 (3) ◽  
pp. 215
Author(s):  
Raed Ibrahim Saad ◽  
Zahran Mohammad Ali Daraghma
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Empirical Evidence ◽  
Business Process ◽  
Balanced Scorecard ◽  
Descriptive Statistics ◽  
The Balanced Scorecard ◽  
Process Indicators ◽  
And Performance ◽  
Growth Indicators

<p>This manuscript is aiming at testing the extent to which the listed Palestinian corporations in the Palestine Exchange (PEX) are using the four perspectives of the Balanced Scorecard (BSC) in evaluating the performance. In order to achieve the previous objective, this paper uses a questionnaire to investigate the opinions of the financial managers of the listed corporations in thePEX. In relation to the results of the distributed questionnaire forms, there are 37 questionnaire forms, where 32 questionnaire forms were returned (32 out of 37) which presents (86.5%). This study employs the descriptive statistics in order to state the outcomes. However, the findings of this paper state the following points: (1) The financial managers rely on the financial and customer perspectives for evaluating the performance of the listed corporations in thePEX. (2) The Palestinian listed corporations do not rely on the learning and growth indicators for measuring the performance. (3) The Palestinian listed corporations do not rely on the business process indicators for measuring the performance. (4) This paper concludes that the listed corporations in Palestine do not rely on theBSCindicators for measuring the performance in a correct and complete way.</p>Finally yet importantly, this manuscript strongly recommends the listed corporations in the PEX to adopt the BSC for evaluating the performance. It also recommends the Palestine Exchange to obligate the listed corporations to use the BSC as a tool for strategic planning and performance evaluation.

8. Accounting as control

2014 ◽  
Author(s):  
Christopher Nobes
Keyword(s):  
Performance Evaluation ◽  
Cash Flow ◽  
Balanced Scorecard ◽  
Economic Resources ◽  
Coordination Control ◽  
Strategic Objectives ◽  
Balanced Scorecards ◽  
And Performance ◽  
Cash Flow Forecasts ◽  
High Level

How does budgeting work, and how is it useful? What are standard costs and how do they help in controlling production? How can a balanced scorecard improve control? ‘Accounting as control’ looks at some ways in which accounting can be used by managers to control their organizations. The two main high-level purposes of budgeting are to optimize the use of the economic resources within the firm in order to maximize profit, and to help the firm to achieve its overall strategic objectives. Six aspects of budgeting are considered: planning, motivation, delegation, communication/coordination, control, and performance evaluation. Cash flow forecasts, flexible budgeting, zero-base budgeting, standard costings, and balanced scorecards are also explained.

Organizational performance measurement by a framework integrating BSC and AHP

2016 ◽  
Vol 65 (7) ◽  
pp. 959-976 ◽  
Author(s):  
Tahere Yaghoobi ◽  
Firoozeh Haddadi
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Evaluation Model ◽  
Telecommunications Industry ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Financial Perspective ◽  
And Performance

Purpose Performance measurement, especially at the enterprise level, requires intense consideration of experts and managers in organizations from both theoretical and practical aspects. The purpose of this paper is to investigate the overall organizational performance by developing a performance evaluation model, based on integrating two methodologies of balanced scorecard (BSC) – a multiple perspective plan for performance assessment – and analytic hierarchy process (AHP) – a structured technique for organizing and analyzing complex decisions. Design/methodology/approach The method was conducted in Isfahan Telecommunications Company (ITC), in 2013. In total, 27 managers of ITC were invited to participate. First, according to overall firm goals, key performance indicators (KPIs) were established with respect to four perspectives of BSC framework. Then pairwise comparisons were done, through standard AHP questionnaires, to determine the preference weights of each indicator and perspective and give precedence to them. Findings Organizational performance can be measured by the proposed model in a telecommunications industry. According to the adopted method, company KPIs, relative importance of BSC perspectives and performance evaluation of functional areas were identified. Practical implications This study provides guidance regarding strategies for improving organizational performance beyond the financial perspective. Originality/value Previous studies illustrate various applications of joint BSC and AHP. However, this study applies the integrated framework throughout an organization in a new application field and shows not only company’s features but also telecommunications industry features.

scholarly journals Pentingnya Ukuran Kinerja Nonfinansial dalam Balanced Scorecard, Komitmen Organisasi, dan Kinerja Manajerial

2020 ◽  
Vol 5 (2) ◽  
pp. 210-221
Author(s):  
Praja Hadi Saputra ◽  
Hamid Bone ◽  
Linayati Lestari
Keyword(s):  
Performance Evaluation ◽  
Organizational Commitment ◽  
Balanced Scorecard ◽  
Employee Performance ◽  
Performance Measurement System ◽  
Valuable Insight ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Nonfinancial Measures ◽  
And Performance

This study investigates the role of the degree of importance of using nonfinancial performance measures (in Balanced Scorecard) by superiors for performance evaluation in influencing employee performance through organizational commitment. This study adopted a quantitative research design and conducted a cross-sectional survey by questionnaire to collect responses from 118 local managers in Samarinda, Indonesia. Based on PLS analysis, the results of this study indicate that the use of nonfinancial measures in Balanced Scorecard for performance evaluation is significantly affect employee organizational commitment and directly affect managerial performance through organizational commitment. The results also prove that organizational commitment has a mediation role in the relationship between nonfinancial measures and performance. This study provides valuable insight that the degree of importance of the use of nonfinancial measures by superiors to evaluate performance can improve employee commitment and performance. Practically, the results provide an overview for superiors to be more comprehensive in developing a performance measurement system because the system has a crucial role in influencing employee behavior.

scholarly journals Balance Scorecard -Financial Prspective Study of Hindustan Aeronautics Limited

2010 ◽  
Vol 9 (2) ◽  
pp. 81-92
Author(s):  
Leena James ◽  
Jeetendra Panigrahi
Keyword(s):  
Performance Evaluation ◽  
Strategic Planning ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Competitive Environment ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
And Performance

In the current globalized and highly competitive environment, maintaining long term competitiveness requires companies to engage in overall strategic planning and performance evaluation, The balanced scorecard is now a well-known and widely used management tool for balancing an organization's performance and can react to situations.

scholarly journals A Meta-summarization of Qualitative Findings About Health Systems Performance Evaluation Models: Conceptual Problems and Comparability Limitations

2020 ◽  
Vol 57 ◽  
pp. 004695802096265
Author(s):  
Leonardo Carnut ◽  
Paulo Capel Narvai
Keyword(s):  
Performance Evaluation ◽  
Health Systems ◽  
Balanced Scorecard ◽  
Evaluation Model ◽  
Management Tools ◽  
Performance Evaluation Model ◽  
Evaluation Models ◽  
And Performance ◽  
Health Systems Performance ◽  
The Relationship

Due to the replacement of the issue of performance measurement in health policies worldwide this study identifies and analyzes the models for evaluating health systems performance. For this purpose, a systematic review of the literature on the topic “health systems performance evaluation” is done, making it compatible with a qualitative meta-synthesis of the type “meta-summarization.” It works with all databases related to the theme (PubMed, Scopus, EMBASE, PubAdm and Lilacs/Scielo). Portuguese, English, and Spanish are elected as language limit. Of the total number of articles (n = 32), 23 articles (71.8%) do not have a definition on “performance.” In those who have a definition, “performance” could be summed up in 6 central ideas. Among the most frequent subsidiary concepts that makes up the performance idea are the concepts of “efficiency” (11.9%), “quality” (9.5%) and “effectiveness” (7.1%). Six models were found in this review: “dashboard,” “balanced scorecard,” “open system model,” “PCATool,” “analyze dimension and performance indicators” and “standardized checklist and interview.” The “dashboard” was the most frequent performance evaluation model, found in 35.7% of studies. Only 25% of the reviewed studies presented the performance evaluation model applied specifically to health systems. Far from being configured as management tools useful to comprehension of health systems, these performance evaluation models have shortcomings that compromise their systemic evaluative power. This reinforces the inversion of reality in the relationship between quality and performance. Also, the performance evaluation models used try to adapt to the object, however in most them with relevant analytical problems compromising the specificities in depth of the health system under analysis. This generates inaccuracies and replaces the question about its use and their limitations to compare health systems.

Sign in / Sign up

Export Citation Format

Share Document