scholarly journals Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges

2019 ◽  
Vol 7 (2) ◽  
pp. 281-301
Author(s):  
Yusuf Hadijaya ◽  
Inom Nasution ◽  
Suhairi Suhairi
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Management Approach ◽  
Balanced Score Card ◽  
Score Card ◽  
Religious Colleges ◽  
And Performance ◽  
The Balanced Score Card

Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

scholarly journals Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

2016 ◽  
Vol 11 (9) ◽  
pp. 192
Author(s):  
Jane Sang ◽  
Michael Korir ◽  
Bob Wishitemi
Keyword(s):  
Performance Management ◽  
Leadership Style ◽  
Balanced Score Card ◽  
Management Framework ◽  
Performance Framework ◽  
Score Card ◽  
Employee Relationship ◽  
And Performance ◽  
The Balanced Score Card ◽  
Card Model

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.

scholarly journals Studi Kasus Tentang Performance Management di Sebuah Perusahaan Manufaktur Ban : Key Performance Indicator (KPI) untuk Industrial Engineering dengan Metode Balanced Score Card

2017 ◽  
Vol 18 (2) ◽  
pp. 168
Author(s):  
Muh Rokhim
Keyword(s):  
Performance Management ◽  
Performance Indicator ◽  
Industrial Engineering ◽  
Management Tool ◽  
Balanced Score Card ◽  
Key Performance Indicator ◽  
Management Tools ◽  
Score Card ◽  
Engineering Department ◽  
And Performance

Balanced Score Card (BSC) is one of the management tools to manage the implementation of strategy, measure the performance beyond mere financials and to communicate the vision, strategy and performance to stakeholders. In this research, researcher will focus on cascading the Key Performance Indicator (KPI) with using the BSC methodology in the industrial Engineering Department at one of the tire manufacturing company located in Tangerang. This KPI will be a good tools to manage the performance of each engineers in the organization and to ensure align with the vision and strategy from the Top Management. Result of the KPI performance also will be an useful Performance Management tool for the Manager  in order to give the yearly appraisal for each engineers in avoiding of the subjective way likes currently happened.

scholarly journals Applied of Balanced Scorecard (BSC) Approach with Determination and Weighting of Key Performance Indicator (KPI) for Employee Performance Measurement

Tibuana ◽  
2021 ◽  
Vol 4 (02) ◽  
pp. 131-139
Author(s):  
Muhammad Nushron Ali Mukhtar ◽  
Agung Setiawan ◽  
Djoko Adi Walujo
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Employee Performance ◽  
Production Capacity ◽  
Balanced Score Card ◽  
Average Value ◽  
Score Card ◽  
The Balanced Score Card ◽  
The Many

The many types of production of goods in a company spearhead the progress of this company in industrial competition in Indonesia, the variety of types of products and large production capacity makes this company need a large number of employees to balance the variety and production capacity. This large number of employees creates its own problems, one of the problems is employee performance appraisal, employee performance appraisal in this company is only centered on the highest supervisor's consideration in one section. From that problem, the researcher wants to solve the problem using the Balanced Score Card (BSC) method by using the determination and weighting of Key Performance Indicators (KPI). The final result of the research conducted at PT Alam Jaya Primanusa in May 2018 the results of the following employee achievement grades and categories: Average material value: 76.65 Fair category, Operator's average value: 85.51 Good category, Average value - Selector section average: 89.79 Good category, Packer section average value: 94.98 Good category, Values ​​in each of these sections become the basis for calculations for all injection division production, so conclusions are drawn for the final value and achievement category of all injection division production the value of 83.37 in the Fair category.

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

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.

scholarly journals The integration of intrapreneurship into a performance management model

2007 ◽  
Vol 5 (2) ◽  
pp. 1 ◽  
Author(s):  
Thabo WL Foba ◽  
Dawie De Villiers
Keyword(s):  
Performance Management ◽  
Management Model ◽  
Management Systems ◽  
Balanced Score Card ◽  
Opinion Survey ◽  
New Approach ◽  
Performance Management Systems ◽  
Score Card ◽  
The Balanced Score Card ◽  
New Generation

This study aimed to investigate the feasibility of using the dynamics of intrapreneurship to develop a new generation performance management model based on the structural dynamics of the Balanced Score Card approach. The literature survey covered entrepreneurship, from which the construct, intrapreneurship, was synthesized. Reconstructive logic and Hermeneutic methodology were used in studying the performance management systems and the Balanced Score Card approach. The dynamics were then integrated into a new approach for the management of performance of intrapreneurial employees in the corporate environment. An unstructured opinion survey followed: a sample of intrapreneurship students evaluated and validated the model’s conceptual feasibility and probable practical value.

scholarly journals Implementation of a performance indicators system in a beef cattle company

2010 ◽  
Vol 39 (6) ◽  
pp. 1372-1380 ◽  
Author(s):  
Adriano Garcia Rosado Júnior ◽  
José Fernando Piva Lobato
Keyword(s):  
Beef Cattle ◽  
Performance Indicator ◽  
Indicator System ◽  
Point Of View ◽  
Balanced Score Card ◽  
Relationship Analysis ◽  
Score Card ◽  
Strategic Goals ◽  
The Balanced Score Card ◽  
A Performance

It was aimed to propose a methodology for implementing a performance indicator system in a beef cattle company. Strategic goals and prioritization of process previously performed in the company was used as a support to the implementation. Possible indicators were listed and confronted with occasional restraints to its implementation and further analyzed by the Balanced Score Card (BSC) point of view. Subsequently, indicators were individually analyzed and their relationship with the company's strategic goals was determined. Seventeen indicators were selected, two under financial perspective, nine under process perspective, four under customer perspective, and two under development and learning perspective. The relationship analysis showed that the indicators support appropriate monitoring of the critical processes to achieve the strategic goals, thereby consolidating the management system.

Analysis of cyber-crime effects on the banking sector using the balanced score card: a survey of literature

2020 ◽  
Vol 27 (3) ◽  
pp. 945-958
Author(s):  
Oluwatoyin Esther Akinbowale ◽  
Heinz Eckart Klingelhöfer ◽  
Mulatu Fekadu Zerihun
Keyword(s):  
Balanced Scorecard ◽  
Banking Sector ◽  
Developed Countries ◽  
Balanced Score Card ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Score Card ◽  
Negative Impacts ◽  
The Balanced Score Card ◽  
Big Data Technology

Purpose The purpose of this paper is to review the effect of cybercrime in the banking sector. Design/methodology/approach This study uses a survey of literature and the balanced scorecard (BSC) to analyse the effect of cybercrime on the banking sector. Findings The literature reviewed confirms an increasing wave of cybercrime that has impacted negatively on the good will and economic growth of financial institutions, indirectly through loss of trust in the digital infrastructure or directly through fraud and extortion in both developing and developed countries. Research limitations This study is limited to the application of BSC to analyse the effect of cybercrime in the banking sector only. Practical implications To avert on going massive losses owing to cybercrime, the authors quest for development of an alert system that can create the awareness of both the banks and the customers by effectively implementing and integrating big data technology into their system to mitigate the negative impacts of cybercrime. Originality/value The novelty of this study lies in the fact that this study uses the BSC for the analysis of cybercrime in the banking sector, a problem that has not been sufficiently highlighted in the existing literature.

scholarly journals The Measurement Of Performance Using The Balanced Score Card In Islamic Banking

2020 ◽  
Vol 1 (1) ◽  
pp. 10-22
Author(s):  
Tri Wahyuni ◽  
Suwignyo Widagdo ◽  
Hamzah Fansuri Yusuf
Keyword(s):  
Data Processing ◽  
Test Data ◽  
Balanced Scorecard ◽  
Secondary Data ◽  
Primary Data ◽  
Balanced Score Card ◽  
Employee Productivity ◽  
The Balanced Scorecard ◽  
Score Card ◽  
The Balanced Score Card

This  study  aimed  to  analyze  the  extent  to  which  performance  of  the PT. BPR Sinar Artha Wuluhan when measure d using the four perspectives of the Balanced Scorecard. The research was conducted on the company's performance in 2013-2014. The data used are primary data obtained from interviews with the resource persons and distributing questionnaires to the respondents as many as 130 respondents, ie 95 respondents and 35 respondents. This study also used secondary  data  obtained  from  various  sources  such  as  the  internet,  books, journals, theses, and others associated with this research. Data processing method using test data quality, the data validity test and reliability test data to test the questionnaire with the help of analysis tools SPSS version 20. The data processing also uses four perspectives of the Balanced Scorecard, the financial perspective using ROA, ROE and NPM. Customers use the perspective of customer acquisition, customer retention and customer satisfaction. Internal business perspective using indicators of innovation and operations. Learning and Growth perspective   using  a   level   employee   productivity,   employee   retention   and employee satisfaction. The results showed overall scores obtained by the performance of the company amounted to 46,9 % who expressed the company's performance is not good. However, there is increasing from year to year has increased its performance is quite good. Keywords: Performance Measurement, Balanced Score Card

scholarly journals PERANCANGAN SISTEM INFORMASI KINERJA PEGAWAI STUDI KASUS: BUMN KONTRUKSI

2017 ◽  
Vol 3 (3) ◽  
Author(s):  
Ridha Hanafi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Performance Monitoring ◽  
Employee Performance ◽  
Balanced Score Card ◽  
Management Process ◽  
Organizational Goals ◽  
Score Card ◽  
And Performance

[Id]Dalam era kompetisi bisnis yang semakin tinggi dan tuntutan customer yang semakin meningkat, organisasi semakin dituntut untuk mencapai kinerja yang optimal dalam usahanya mencapai tujuan organisasi. Pencapaian kinerja organisasi sangat ditentukan oleh bagaimana organisasi mengoptimalisasi potensi sumber daya yang dimilikinya. Sumber daya utama yang dimiliki oleh organisasi dalam pencapaian tujuan organisasi adalah Sumber Daya Manusia (SDM). Agar SDM yang dimiliki oleh perusahaan dapat dimanfaatkan secara optimal dan fokus pada pencapaian tujuan organisasi maka perlu dilakukan proses manajemen kinerja pegawai yang baik. Secara strategis, kinerja pegawai harus dapat diselaraskan dengan kinerja organisasi untuk pencapaian tujuan strategis organisasi. Untuk mengakomodasi hal ini maka konsep Balanced Score Card sangat potensial untuk diakomodasi dan diimplementasikan. Pada level operasional, pengelolaan kinerja pegawai yang meliputi proses perencanaan kinerja (performance planning), pelaksanaan dan monitoring (performance tracking) dan penilaian kinerja (performance appraisal) harus dapat dilaksanakan secara komprehensif dan aplikatif sehingga realisasinya benar-benar sesuai dengan apa yang diharapkan organisasi.Implementasi proses manajemen kinerja organisasi pada umumnya dan pegawai pada khususnya seperti yang dijelaskan tersebut, akan sangat sulit pelaksanaannya apabila masih dilakukan secara manual. Semakin kompleksnya parameter kinerja pegawai yang ingin dicapai, semakin besarnya jumlah pegawai, semakin dinamisnya perubahan bisnis dan semakin banyak kesibukan pekerjaan akan menyebabkan implementasi manajemen kinerja pegawai secara manual tidak efisien dan efektif untuk dilaksanakan karena proses bisnis yang kompleks, mekanisme pelaporan dan monitoring kinerja akan sangat memakan waktu dan sulit dilakukan. Implementasi sistem informasi manajemen kinerja pegawai merupakan suatu solusi yang potensial untuk diterapkan untuk menghadapi permasalahan tersebut. Apabila permasalahan tersebut dapat diatasi maka diharapkan pencapaian kinerja perusahaan dalam mencapai visi dan misinya dapat terealisasi. Berdasarkan hal tersebut, maka perlu dilakukan perancangan sistem aplikasi manajemen kinerja pegawai yang dapat memenuhi kebututuhan organisasi dan pegawai. Implementasi sistem ini diharapkan dapat mendukung berjalannya proses manajemen kinerja organisasi sehingga secara strategis tujuan organisasi dapat tercapai..[En]In an era of increasingly high business competition and customer demands, organizations are increasingly required to achieve optimal performance in an effort to achieve organizational goals. Achievement of organizational performance is largely determined by how the organization optimizes the potential of its resources. The main resource that the organization has in achieving its organizational goals is Human Resources (HR). In order for HR can be utilized optimally and focus on achieving organizational goals it is necessary to conduct an excellent employee performance management process. Strategically, employee performance must be aligned with organizational performance for the achievement of organizational strategic goals. To accommodate this concept, Balanced Score Card is very potential to be accommodated and implemented. At the operational level, employee performance management that includes performance planning process, performance monitoring and performance appraisal must be implemented comprehensively and applicable so that the realization is exactly what the organization expects.Implementation of the organization's performance management process in general and employees in particular as described, will be very difficult if it is still done manually. The more complex the performance parameters of employees to be achieved, the greater the number of employees, the more dynamic the business changes and the more busy work will lead to implementation of employee performance management manually inefficient and ineffective. This is because of complex business processes, reporting mechanisms and performance monitoring will be very time consuming and difficult to do. Implementation of employee performance management information system is a potential solution to be applied to face the problem. If the problem can be solved, it is expected that the achievement of the company's performance in achieving its vision and mission can be realized. Based on this, it is necessary to design an employee performance management application system that can meet the needs of the organization and employees. Implementation of this system is expected to support the running of organizational performance management process so that the strategic objectives of the organization can be achieved.

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