Balanced Scorecard-Based Performance Measurement for Rural Infrastructure Development of Thai Sub-District Local Government

The construction of public participation has paid his dues. This is that in realizing development projects readily undergoing a failure that empowers people. Related in all process that deals with planning, implementation, the use of results and development monitoring. The rural infrastructure development program (PPIP) is development programs community empowerment. Where people have got to dive headlong in village development, especially physical development he purposes of this research is to find how the participation of the community in the Rural infrastructure development program (PPIP), Ngranget Village, Dagangan District, Madiun Regency. The kind of research is qualitative descriptive. In research, this is the population is the number of household heads involved in the delivery rabat concrete development in Ngranget village which consisted of 95 KK. The majority of informants interviewed in this research was 12 people. Was used in the study data collection method that is Technical Documentation interviews and data available for analysis namely described the results of research or data with a form of what is he got writer whether it is the results of the interviews, or result in appreciating documentation then investigated and the studies of the issue and. The result that the community participation in development in the village of rabat concrete Ngranget mind (planning), low participation in the form of energy high, participation in the form of expertise, quite low in the form of goods low, the form of money and participation is very low.

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A Proposed Empirical Model for Adopting Balanced Scorecard as a Tool for Performance Measurement in Hotels

International Journal of Tourism and Hospitality Management ◽

10.21608/ijthm.2018.29028 ◽

2018 ◽

Vol 2 (1) ◽

pp. 204-232

Author(s):

Walaa Fawy ◽

Abdelbary Dawood ◽

Abuelkassem Mohammad

Keyword(s):

Performance Measurement ◽

Empirical Model ◽

Balanced Scorecard

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Performance Measurement using Balance Score Card and its Applications: A Review

Journal of Supply Chain Management Systems ◽

10.21863/jscms/2015.4.3.009 ◽

2015 ◽

Vol 4 (3) ◽

Author(s):

Shradha Gawankar ◽

Sachin S. Kamble ◽

Rakesh Raut

Keyword(s):

Performance Measurement ◽

Organizational Performance ◽

Performance Management ◽

Balanced Scorecard ◽

Strategic Change ◽

The Balanced Scorecard ◽

Balance Score Card ◽

Measurement Framework ◽

Score Card ◽

And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

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