Performance management and the balanced scorecard in the modern non-profit organisation

Performance management is a process that has been used in the for-profit business environment for many years and has had significant benefit for that sector. As the not for- profit organisation enters new dimensions of competitiveness, increased professionalism and a call for greater transparency, the utility of a performance management approach within the not for profit environment and its potential benefit for such an organisation is explored. The application and appropriateness of the balanced scorecard as a measurement tool is analyzed within the article and it becomes apparent that such a tool can have a direct impact on the performance of the modern not for-profit entity.

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Corporate governance applicability and theories within not-for-profit sport management

Corporate Ownership and Control ◽

10.22495/cocv9i2c3art3 ◽

2012 ◽

Vol 9 (2) ◽

pp. 335-342 ◽

Cited By ~ 1

Author(s):

Ian O’Boyle

Keyword(s):

Corporate Governance ◽

Best Practice ◽

Sport Management ◽

Business Environment ◽

Non Profit ◽

For Profit ◽

Not For Profit ◽

Practice Approach ◽

Sport Organisation

This paper examines the role of corporate governance in non-profit sport organisations. Governance within the traditional business environment is a crucial issue for the ultimate success or failures of an entity. This study analyses if the structures and systems of governance within traditional business can be transferred to a sport organisation. The various governance theories are examined to assess their applicability within a sport organisation and the role of the board is also analyzed within the study. Finally, this paper examines areas of conflict which may arise relating to governance and concludes by offering a best practice approach to this integral issue within any modern sport organisation.

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The Socio-technical Balanced Scorecard for Assessing a Public University

E-Strategies for Resource Management Systems ◽

10.4018/978-1-61692-016-6.ch003 ◽

2010 ◽

pp. 47-60

Author(s):

Ramanjit Singh ◽

Trevor Wood-Harper

Keyword(s):

Balanced Scorecard ◽

New Technologies ◽

Well Being ◽

Public University ◽

Work Lives ◽

Non Profit ◽

The Balanced Scorecard ◽

For Profit ◽

Non Profit Organizations ◽

For Profit Organizations

The socio-technical theory is concerned with humanistic welfare paradigm. The socio-technical principles aim to improve redundant jobs and thereby benefit human work lives. Hence, jobs are enriched using flexible work methods, empowerment strategies and new technologies. Balanced scorecard is a framework that measures whether the firm is meeting its objectives in terms of vision and strategy. It assesses four perspectives: financial, customer, internal business processes and innovation & learning. Even though the balanced scorecard has proven to be beneficial in the for-profit organizations of the past, most non-profit organizations were unable to utilize the balanced scorecard. The original configuration of balanced scorecard placed financial goals on the top of the hierarchy and since maximizing shareholder wealth is not the main objective for most non-profit organizations, it was not widely applied by these organizations. Since non-profit organizations usually operate to maximize the well-being of the society, socio-technical work design principles may receive a greater acceptance in these organizations than in for-profit organizations. Thus, a socio-technical balanced scorecard for the non-profit organizations will be formulated with an emphasis on employee perspective and a public university wide assessment will be proposed.

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Implementing A Balanced Scorecard In A Not-For-Profit Organization

Journal of Business & Economics Research (JBER) ◽

10.19030/jber.v14i3.9746 ◽

2016 ◽

Vol 14 (3) ◽

pp. 61-74 ◽

Cited By ~ 7

Author(s):

Michael Martello ◽

John G. Watson ◽

Michael J. Fischer

Keyword(s):

Balanced Scorecard ◽

Planning Process ◽

Rehabilitation Center ◽

The Balanced Scorecard ◽

For Profit ◽

Not For Profit ◽

Financial Perspective ◽

Customer Perspective ◽

Basic Concepts ◽

Process Perspective

This paper examines the use of the Balanced Scorecard in a not-for-profit organization (Cattaraugus County ReHabilitation Center). The ReHabilitation Center has begun using the Balanced Scorecard paradigm in its strategic planning process. In this paper an overview is presented of the basic concepts of the Balanced Scorecard including the financial perspective, customer perspective, internal process perspective, and learning and growth perspective. The history and services of the ReHabilitation Center are then summarized. The application of the Balanced Scorecard approach to the ReHabilitation Center is discussed in detail. Implications in using the Balanced Scorecard are discussed. Finally, conclusions regarding the use of the Balanced Scorecard in a not-for-profit organization are presented.

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Rancangan Service Scorecard sebagai Pengukuran Kinerja Pelayanan Cargo

JURNAL Al-AZHAR INDONESIA SERI SAINS DAN TEKNOLOGI ◽

10.36722/sst.v2i3.135 ◽

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

Abstrak – Persaingan antara pelaku bisnis charter flight 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 charter flight untuk pelayanan yang terbaik bagi pelanggan. Penelitian ini menggunakan pendekatan aplikatif yaitu merancang suatu sistem yang dapat diaplikasikan pada perusahaan charter flight, yang telah memiliki sistem pengelolaan kinerja dengan menggunakan Balanced Scorecard. Pada perancangan Balanced Scorecard terdapat 4 perspektif utama yaitu : financial perspective , customer perspective, internal business processes , learning and growth perspective. Balanced Scorecard tidak di desain secara spesifik untuk perusahaan jasa dan tidak bersifat prediksi. Sementara Service Scorecard memfokuskan spesifik pelayanan pada customer perspective. Dari hasil penelitian diperoleh Strategy Mapping yang memuat tujuan-tujuan strategis dan indikator (Lead dan Lag) dari Service Scorecard. Terdapat 17 ukuran kinerja yang temuat di dalam 17 tujuan strategis dan 7 perspektif dari Service Scorecard yaitu : Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Tujuan strategis yang dibuat dalam suatu Strategy Mapping dan indikator sangat berguna untuk menyusun langkah selanjutnya yang akan ditempuh oleh perusahaan. Abstract – Competition 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. Keyword – Service Scorecard, Balanced Scorecard, Strategy Mapping, customer perspective, Lead dan Lag

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BALANCED SCORECARD UNTUK MENILAI KINERJA PERUSAHAAN (BARAYA TRAVEL BANDUNG)

Jurnal Riset Bisnis dan Manajemen ◽

10.23969/jrbm.v12i2.2396 ◽

2019 ◽

Keyword(s):

Performance Measurement ◽

Balanced Scorecard ◽

Business Environment ◽

Measurement Tool ◽

Company Performance ◽

Transportation Services ◽

Strategic Objectives ◽

The Balanced Scorecard ◽

Evaluation Measurement ◽

Traditional Performance

Uncertainty in an increasingly competitive business environment, especially in the raising and emergence of several new companies in travel transportation services, should encourage a company to be able to have better performance to compete. Companies are faced with various threats and opportunities that emerge in the business environment, thus exposed to the uniformity of the company’s performance measurement tools as an instrument of the company’s performance evaluation. Measurement of company performance applied by Baraya Travel Bandung still use traditional performance measurement, incomprehensive and not optimal yet. Baraya Travel Bandung needs a performance measurement tool that can provide an overview of the overall achievement of the company’s business. The design of performance measurement tool that became the purpose of this research is Balanced Scorecard. The design of performance measuring tools using the Balanced Scorecard begins with translating the company’s vision, mission and strategic objectives that are linked into four perspectives in the Balanced Scorecard.

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Implementing A Balanced Scorecard In A Not-For-Profit Organization

Journal of Business & Economics Research (JBER) ◽

10.19030/jber.v6i9.2471 ◽

2011 ◽

Vol 6 (9) ◽

Cited By ~ 1

Author(s):

Michael Martello ◽

John G. Watson ◽

Michael J. Fischer

Keyword(s):

Balanced Scorecard ◽

Planning Process ◽

Rehabilitation Center ◽

Font Size ◽

The Balanced Scorecard ◽

For Profit ◽

Not For Profit ◽

Financial Perspective ◽

Customer Perspective ◽

Process Perspective

This paper examines the use of the Balanced Scorecard in a not-for-profit organization (Cattaraugus County ReHabilitation Center).  The ReHabilitation Center has begun using the Balanced Scorecard paradigm in its strategic planning process.  In this paper an overview is presented of the basic concepts of the Balanced Scorecard including the financial perspective, customer perspective, internal process perspective, and learning and growth perspective.  The history and services of the ReHabilitation Center are then summarized.  The application of the Balanced Scorecard approach to the ReHabilitation Center is discussed in detail.  Implications in using the Balanced Scorecard are discussed.  Finally, conclusions regarding the use of the Balanced Scorecard in a not-for-profit organization are presented.

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A Comparative Analysis of Modern Performance Measurement and Management Models of Companies

Economic Themes ◽

10.1515/ethemes-2015-0017 ◽

2015 ◽

Vol 53 (2) ◽

pp. 298-313 ◽

Cited By ~ 1

Author(s):

Vesna Janjić ◽

Mirjana Todorović ◽

Dejan Jovanović

Keyword(s):

Comparative Analysis ◽

Performance Measurement ◽

Performance Management ◽

Balanced Scorecard ◽

Business Environment ◽

Theory And Practice ◽

Strategic Performance ◽

The Balanced Scorecard ◽

Management Models ◽

Business Excellence

Abstract Modern business conditions have led to the development of a large number of different models for strategic performance management, which view performance measurement through the prism of financial and non-financial indicators, from multiple perspectives. Strategic performance management models should enable efficient and effective management, i.e. an adequate response to continuous changes in the business environment. Theory and practice in this area suggest the development and implementation of various integrated frameworks (models) for performance management of companies, in order to achieve business excellence. In addition to the well-known integrated models, such as the Balanced Scorecard (BSC), Performance Pyramid, SAILS model (Strategy Aligned Integrated Linked Scoring System), GRASP model (Goals-Resources-Actions-Structure-People), and others, Kanji’s Business Excellence Model (KBEM) and Kanji Business Scorecard (KBS) have been developed as well. Kanji’s model was created with the objective of eliminating the weaknesses and shortcomings of previous models, particularly the Balanced Scorecard. The application of multidimensional performance measures should increase the informational power of management in making strategic business decisions. The goal set by this paper is to consider some of the basic features of modern performance measurement and management models of companies that are represented in theory and applied in practice, and, on the basis of comparative analysis, to draw conclusions about their advantages and disadvantages.

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Implementing the balanced scorecard in a local government sport organization

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-11-2015-0167 ◽

2017 ◽

Vol 66 (3) ◽

pp. 362-379 ◽

Cited By ~ 8

Author(s):

Panagiotis Dimitropoulos ◽

Ioannis Kosmas ◽

Ioannis Douvis

Keyword(s):

Public Sector ◽

Performance Management ◽

Balanced Scorecard ◽

Management Tool ◽

Content Type ◽

Non Profit ◽

The Balanced Scorecard ◽

The Public ◽

Sport Organization ◽

The Impact

Purpose The purpose of this paper is to examine the issue of performance management in the public sector and specifically the implementation of the balanced scorecard (BSC) methodology on a public (municipal) non-profit sport organization in Greece. The research provides a discussion on the BSC development process, the goals set on each pillar and the outcome that the organization achieved, in order to be used as a roadmap for other managers in the public sector. Design/methodology/approach The study used information extracted from the municipal board of Papagos-Holargos city in Greece, including board reports, documents and decision transcripts and open-ended interviews related to the implementation of BSC method, as well as to the impact of this decision on the quality of services, citizens’ satisfaction and the improvement of internal processes. Findings The results indicated that the citizens of Papagos-Holargos perceived sport services to be of enhanced quality related to/when compared to the previous years (based on a questionnaire submitted by the citizens of Papagos-Holargos at the end of the each sample per year). In addition, the staff improved its skills and abilities by participating in training seminars and, in general, the implementation of the BSC method on the municipal sport organization of Papagos-Holargos city sets the basis for an effective performance management which can enhance its future sustainability. Practical implications Managers of municipal and public sport organizations could use the findings of the study as a roadmap for discussing, evaluating and possibly implementing the BSC approach in their organizations’ daily operations. Originality/value This study fills a significant gap in the existing literature on the implementation of a traditional business performance management tool on a non-profit public sport organization.

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A Case Study on the Performance Evaluation of a Not-for-Profit Organization by the Balanced Scorecard Perspectives: Focused on the Korea Shipping Association

Journal of Navigation and Port Research ◽

10.5394/kinpr.2011.35.2.179 ◽

2011 ◽

Vol 35 (2) ◽

pp. 179-185 ◽

Cited By ~ 1

Author(s):

Hoo-Seok Pai ◽

Yong-John Shin

Keyword(s):

Performance Evaluation ◽

Balanced Scorecard ◽

The Balanced Scorecard ◽

For Profit ◽

Not For Profit

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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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