scholarly journals Revision of Performance Measurement Tools and Methods

e-Finanse ◽  
2019 ◽  
Vol 15 (2) ◽  
pp. 20-35
Author(s):  
Alladyn Elmgasbi
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Measurement Methods ◽  
Economic Environment ◽  
The Balanced Scorecard ◽  
Business Excellence ◽  
Measurement Tools ◽  
Achievement Measurement ◽  
Tools And Methods

AbstractA changing economic environment and growing requirements of stakeholders have made it necessary to develop new achievement measurement methods. The article discusses and compares several performance measurement tools and methods, such as: the Balanced Scorecard, Tableau de bord, Skandia Navigator, Intangible Assets Monitor, German Scorecard, Business Excellence Model, Dutch system of performance management, Performance Prism and the EFQM Excellence Model. They are the most popular among both theoreticians and practitioners in this field.

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

2015 ◽  
Vol 53 (2) ◽  
pp. 298-313 ◽  
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.

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.

Performance Measures for Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 27-39 ◽  
Author(s):  
Jasna Dhansukhlal ◽  
Abdus Sattar Chaudhry
Keyword(s):  
Knowledge Management ◽  
Performance Measurement ◽  
Performance Measures ◽  
Intellectual Capital ◽  
Balanced Scorecard ◽  
Exploratory Study ◽  
Intangible Assets ◽  
The Balanced Scorecard ◽  
Business Excellence

An exploratory study of the existing performance measures carried out through reviews of websites revealed a variety of approaches that organizations use in implementing knowledge management. The main measures are the balanced scorecard and the intangible assets monitor, both of which provide a comprehensive, developed and tested approach to performance measurement of knowledge management. Additional measures include Skandia's intellectual capital taxonomy and AFS business navigator, the business excellence model, the intellectual capital index, Montague Institute's 12 techniques used to value intangible assets and the APQC measurement efforts.

The Balanced Scorecard

2017 ◽  
Vol 5 (2) ◽  
pp. 1-15
Author(s):  
Jorge Gomes ◽  
Mário Romão
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
New Developments ◽  
Organizational Skills ◽  
The Balanced Scorecard ◽  
Customer Preferences ◽  
Innovation Activities ◽  
Measurement Tools ◽  
Physical Assets ◽  
And Performance

Organizations are challenged to develop new organizational skills such as flexibility or expertise in order to quickly respond to changes in technology, competition and customer preferences. Companies cannot be competitive or successful if their business and information systems and technology (IS/IT) strategies are not strategic aligned. Nowadays, the importance of intangible assets is higher than traditional physical assets and performance measurement tools need to capture this new reality. Measuring organizational performance is a continuous challenge for both managers and researchers. Balanced scorecard (BSC) is a powerful tool that gives to managers a fast, but comprehensive view of the business including operational measures on customer satisfaction, organization's innovation, activities improvement, as well as financial measurements. In this paper the authors address the BSC and promote the discussion about the strengths and the limitations and pointing out new developments to overcome the today´s business trends.

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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