scholarly journals Management of Performance Management Using Balanced Scorecard Method

2018 ◽  
Vol 7 (4) ◽  
pp. 481-493
Author(s):  
Rina Anggi Lestari ◽  
Achmad Slamet
Keyword(s):  
Quantitative Analysis ◽  
Data Collection ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Hospital Services ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Overall Performance ◽  
And Training ◽  
Collection Methods

The aims of this research is to describe and analyze the level of performance management of RSUD Dr. Soeselo Kabupaten Tegal using the Balanced Scorecard method. Sampling was carried out by incidental sampling the sample size was determined using the formula slovin and obtained 100 respondens. Data collection methods used are documentation and questionnaires. The analytical method used is descriptive quantitative analysis. The results obtained, in 2015-2017 performance of the financial perspective was considered good. Cutomer perspective performance is considered good. The performance of learning and growth is considered good. The conclusions of this study is the overall performance of RSUD Dr. Soeselo Kabupaten Tegal is categorized quite well. Suggestion in observational it is advisable RSUD Dr. Soeselo Kabupaten Tegal needs to increase motivation and training for employees, so that it can contribute to improving the performance of hospital services.

scholarly journals Analisa Pengaruh Motivasi, Inisiatif, Kompensasi, Pendidikan Dan Pelatihan Terhadap Rendahnya Kinerja Tenaga Pemasar PT Bank Brisyariah Tbk Kantor Cabang Surabaya Diponegoro

2019 ◽  
Vol 21 (2) ◽  
pp. 150-159
Author(s):  
Eryca Putri Wahyu Listia Maya
Keyword(s):  
Data Collection ◽  
Performance Management ◽  
Performance Appraisal ◽  
Banking Industry ◽  
Causal Analysis ◽  
Quantitative Approach ◽  
Private Banks ◽  
Branch Office ◽  
And Training ◽  
Collection Methods

Abstract: The intense competition in the banking industry inIndonesia is currently marked by the development of a largenumber of state-owned and private banks, conventional andsharia, demanding that PT Bank BRISyariah Tbk be able tocompete with other banks in order to survive anddevelop.Banking in general has made improvements in morediverse product and service innovations for consumers. Inthis case the support of marketers is very importantconsidering that marketers are the frontline service in thebanking industry and are also the spearhead of thecompany's success in achieving targeted marketshare.However, for the improvement efforts made by PTBank BRISyariah Tbk, the Diponegoro Surabaya BranchOffice (KC) is inversely proportional to the achievement ofthe PT Bank BRISyariah Tbk financing target of theDiponegoro Surabaya Branch Office (KC) which showedunsatisfactory results. The percentage of achievement of thefinancing target is far from what is stipulated in the BankBusiness Plan every year. The decrease in the percentage ofthis target was accompanied by a decline in customer growthin terms of the amount and volume of financing.This studyuses a quantitative approach, and uses causal analysis whichaims to determine the magnitude of the effect or effect ofindependent variables on changes that occur in thedependent variable. Data collection methods used throughpreliminary surveys, questionnaires and literature. Thepopulation in this study were all marketers who numbered 38from 1 Diponegoro Branch Office (KC) and 6 Sub-BranchOffices. And the population for the performance variable isthe direct leader of each marketer, which consists of 2branch managers and 6 branch managers. The results of thisArthavidya Jurnal Ilmiah Ekonomi Oktober 2019 | 151study indicate that there is a positive and significantinfluence between motivation on performance; initiative onperformance; compensation for performance; education &training on performance.Keywords: performance, performance appraisal, measuringperformance, performance management, motivation,initiative, compensation, education and training

scholarly journals Performance Assessment in Business of Agricultural Companies using Balanced Scorecard Model

2015 ◽  
Vol 48 (2) ◽  
pp. 109-120 ◽  
Author(s):  
S. Brezuleanu ◽  
Carmen Olguţa Brezuleanu ◽  
I. Brad ◽  
T. Iancu ◽  
A. Ciani
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Classical Model ◽  
Integrated Approach ◽  
Strategic Objectives ◽  
Four Dimensions ◽  
The Balanced Scorecard ◽  
Individual Level ◽  
Financial Perspective ◽  
Long Time

AbstractThe performance management is a strategic and integrated approach for long-time success of the activity of agricultural companies, by improving the performance of the organization, teams and individuals. In search of success, the performance management uses a variety of models, techniques and methods, some taken from other systems and improved and others of its own, focusing on strategy and differentiating features that provide a strong competitive advantage. The Balanced Scorecard (BSC) model identifies several dimensions of the organization, representing areas where organizations need to achieve results at department, team or individual level. According to the type of the agricultural company, there can be esential financial aspect, customers, internal processes, knowledge and learning, service quality, market share etc. The company under study, S.C. Agrocomplex Lunca Paşcani S.A., is representative in terms of ownership, farm and profile of the agricultural production in Moldavia region. According to the methodology developed, starting from the strategy of S.C. Agrocomplex Lunca Paşcani S.A. we identified the strategic objectives for each situation and the level of reaching the objectives using several indicators. In the second stage of the BSC analysis, the indicators are defined according to the management priorities of S.C. Agrocomplex Lunca Paşcani S.A. in four categories, corresponding to the four dimensions of the classical model: customer perspective, perspective of processes within the company, employee perspective and financial perspective

PENERAPAN BALANCED SCORECARD SEBAGAI PENGUKUR KINERJA MANAJEMEN PADA PT MATAHARI DEPARTMENT STORE TBK

2011 ◽  
Vol 7 (1) ◽  
pp. 51
Author(s):  
Nindy Livia Luciawanty ◽  
Ari Christanti
Keyword(s):  
Customer Service ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Employee Performance ◽  
Department Store ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Overall Performance ◽  
Voice Of Customer

This study aims to determine the performance of PT. Matahari Department Store using the Balanced Scorecard. This measurement is looking at the business unit from four perspectives: financial, customer, internal business processes, and learning- growth. The analysis showed that: 1) In Financial perspective, which seen from the growth of revenue, ROI (Return onInvestments), and profit margin shows the performance of PT. Matahari Department Store is good; 2) In The customer perspective reflects a good employee performance against customer service with the MCC (Matahari Club Card) card services and VOC (Voice Of Customer) 3) In Internal business perspective from the company's innovation and after sales service, the overall performance of the company's management has shown good results; 4) In Learning and growth perspective about the level of employee satisfaction showed good results by the awards given by companies to employees’s performance through Customer Service All-Star and training to employeesKeywords: balanced scorecard, performance

scholarly journals Rancangan Service Scorecard sebagai Pengukuran Kinerja Pelayanan Cargo

2015 ◽  
Vol 2 (3) ◽  
pp. 143
Author(s):  
Nurlailah Badariah ◽  
Tiena Gustina Amran ◽  
Aditya Friandy
Keyword(s):  
Performance Management ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Business Environment ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Charter Flight

<p><em>Abstrak<strong> – </strong></em><strong>Persaingan antara pelaku bisnis </strong><strong><em>charter flight</em></strong><strong> semakin ketat dalam persaingan global. perusahaan harus  dinamis dan adaptif terhadap perubahan lingkungan bisnis. Perubahan ke arah strategi yang dapat diimplementasikan sesuai dengan perkembangan persaingan </strong><strong><em>charter flight</em></strong><strong> untuk pelayanan yang terbaik bagi pelanggan. Penelitian ini menggunakan pendekatan aplikatif yaitu merancang suatu sistem yang dapat diaplikasikan pada perusahaan </strong><strong><em>charter flight</em></strong><strong>, yang telah memiliki sistem pengelolaan kinerja dengan menggunakan </strong><strong><em>Balanced Scorecard</em></strong><strong>. </strong><strong>Pada perancangan </strong><strong><em>Balanced Scorecard</em></strong><strong> terdapat 4 perspektif utama yaitu : </strong><strong><em>financial perspective , customer perspective, internal business processes , learning and growth perspective</em></strong><strong>. </strong><strong><em>Balanced Scorecard</em></strong><strong> tidak di desain secara spesifik untuk perusahaan jasa dan tidak bersifat prediksi.</strong><em> </em><strong>Sementara</strong> <strong><em>Service </em><em>Scorecard</em> memfokuskan spesifik pelayanan pada <em>customer perspective</em>. </strong><strong>Dari hasil penelitian diperoleh </strong><strong><em>Strategy Mapping</em></strong><strong> yang memuat tujuan-tujuan strategis dan indikator (<em>Lead dan Lag</em>) dari <em>Service Scorecard</em>. Terdapat 17 ukuran kinerja yang temuat di dalam 17 tujuan strategis dan 7 perspektif dari <em>Service Scorecard</em> yaitu : <em>Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention</em>. Tujuan strategis yang dibuat dalam suatu Strategy Mapping dan indikator sangat berguna untuk menyusun langkah selanjutnya yang akan ditempuh oleh perusahaan. </strong></p><p> </p><p><em>Abstract<strong> – </strong></em><strong>Competition </strong><strong>between charter flight businesses increasingly stringent in a global competition. Companies must be dynamic and adaptive to changes in the business environment.  Changes in the direction of strategy that can be implemented in accordance with the competition  development of charter flight for the best service for customers. This research uses applicative approach to design a system that can be applied to the charter flight company, which already has a performance management system by using the Balanced Scorecard. In the Balanced Scorecard , there are four main perspectives: financial perspective, customer perspective, internal business processes, learning and growth perspective. Balanced Scorecard is not designed specifically to service companies and non-predictive. While the Service Scorecard specific focus on customer service perspective. This research has resulted a strategy map with subsequent strategic objectives and indicator (Lead and Lag) for Service Scorecard. Finally, there are 17 performance measures with subsequent 17 strategic objectives and 7 perspectives Service Scorecard: Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Strategic goals made in a Mapping Strategy and indicator is very useful to formulate the next steps to be taken by the company.</strong><strong></strong></p><p><strong><em> </em></strong></p><p><strong><em>Keyword </em></strong><em>– Service Scorecard, Balanced Scorecard, Strategy Mapping, </em><em>customer perspective, </em><em>Lead dan Lag</em></p>

scholarly journals Using Balanced Scorecard for Managing Performance in Selected Ghanaian Banks

2017 ◽  
Vol 12 (12) ◽  
pp. 204
Author(s):  
Benjamin Agyeman ◽  
James Bonn ◽  
Collins Osei
Keyword(s):  
Survey Research ◽  
Balanced Scorecard ◽  
Research Method ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Overall Performance ◽  
The Mean ◽  
Internal Business Process

Prior to 1992, Kaplan and Norton posited that organizations solely rely on financial measures to manage their performance. It has become possible for organizations to incorporate in addition to financial measures non- financial measures to manage their performance. It is in this light that balanced scorecard is one of the tools used to manage performance. However, managing the overall performance of organizations using balanced scorecard is limited in literature in Ghanaian banks. This study explores the extent of use of the four perspectives of balanced scorecard as a tool to for managing performance in selected Ghanaian banks. Survey research method was employed. In relation to the extent of used of balanced scorecard perspectives by selected Ghanaian banks to manage performance, it was found that financial perspective was used followed by customer perspective, learning and growth perspective, and internal business process. The ANOVA test showed that the mean scores of the four perspectives of the balanced scorecard was statistically and significantly different from each other. The research concludes that, Ghanaian banks relied heavily on financial perspective to measure performance.

scholarly journals Analisis kinerja berbasis Balanced Scorecard pada koperasi simpan pinjam

2021 ◽  
Vol 5 (1) ◽  
pp. 1-17
Author(s):  
Farida Ainun Nikmah ◽  
Retno Mustika Dewi
Keyword(s):  
Balanced Scorecard ◽  
Study Data ◽  
The Balanced Scorecard ◽  
Future Performance ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Performance System ◽  
Overall Performance ◽  
Quantitative Descriptive ◽  
Assessment Result

This study aims to assess the performance of the Koperasi Pasar (Koppas) Wanita in Jatiprahu Village using the Balanced Scorecard method. This is a quantitative descriptive study, data collected through documentation, interviews and questionnaires from 158 samples. The results of the analysis obtained that three of the four research variable perspectives had bad results, the financial perspective, internal business, as well as growth and learning have decreased assessment results compared to the previous year. While the customer perspective variable has a good assessment result, increased compared to the previous year’s assessment. The overall performance Koperasi Pasar Wanita Kartini is satisfactory. The management and supervisor of the cooperative need to improve the existing performance system, so that in the future performance of the cooperative will be better.

Application of the Balanced Scorecard in the Veterinary company and Supplies Pa'lante S.P.R of R.L. of C.V

2019 ◽  
pp. 11-16
Author(s):  
Guillermo Benítez López ◽  
Margarita Cruz-Chávez ◽  
María de los Ángeles Valdez-Pérez
Keyword(s):  
Balanced Scorecard ◽  
Business Strategies ◽  
Reliable Measurement ◽  
The Balanced Scorecard ◽  
Proper Functioning ◽  
Measurement Strategy ◽  
A Company ◽  
And Training

The objective of the application of the Balanced Scorecard methodology in the Veterinary and supplies PA`LANTE S.P.R. OF R.L. DE C.V. In the area of production and repair of trailers is to identify exactly what should be monitored to introduce a reliable measurement strategy that provide information on performance and understand why they are giving certain results, the methodology is to align the companies towards the achievement of business strategies, through tangible objectives and indicators as it converts the vision of companies into action through a coherent set of indicators grouped into four business perspectives that are: Financial, Clients, Internal Processes and Training and Growth since this methodology suggests that these perspectives cover all the processes necessary for the proper functioning of a company. The contribution of the methodology is to determine what factors are influencing the area of production and repair of trailer that are affecting the production times considering the last three quarters of the year 2018.

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 Verifying Theoretical Concepts of Performance Management Framework

2018 ◽  
pp. 815-824
Author(s):  
Reno Renaldi Tibyan ◽  
Dermawan Wibisono ◽  
Mursyid Hasan Basri
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Single Case ◽  
Group Discussion ◽  
Theoretical Concepts ◽  
Management Framework ◽  
Verification Method ◽  
The Balanced Scorecard ◽  
Verification Process

Purpose – This paper aims to discuss the verification process of the theoretical concepts of the proposed performance management (PM) framework in practice. Design/methodology/approach – A case study based on a focus group discussion (FGD) method is used to describe the application a PM framework and the implementation of a PM system in a case organisation. Findings – The findings show that the case organisation has been applying the Balanced Scorecard framework and show that it needs to add some important aspects to the framework to support the better implementation of its PM system. Research limitations/implications – This paper is based on a single case study due to the need for an effective FGD in a selected organisation. Originality/value – The study drives the development of PM research in the use of a theoretical verification method to confirm the application of the theoretical concepts of PM framework in practice.

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