scholarly journals Implementation of Balanced Scorecard

2021 ◽  
Vol 26 (1) ◽  
pp. 169-188
Author(s):  
Cidália Oliveira ◽  
Amaia Oliveira ◽  
Justyna Fijałkowska ◽  
Rui Silva
Keyword(s):  
Higher Education ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Education Institution ◽  
Management Control ◽  
Complete Control ◽  
Industrial Enterprises ◽  
Short Period

Contemporary organizations need to follow their performance over a continuous period, as the short period is not enough to provide complete control. Bearing this in mind, performance measurement indicators must be reflecting the organizational strategy, not just in the short term, but also in the medium and long term. In the past, especially in industrial enterprises, a high interest in measuring organizational performance was noted. Afterward, the need for effective performance management has also gained increased recognition and interest in Higher Education Institutions (HEIs). Considering the transversal demand for management control tools, the Balanced Scorecard (BSC) gained special highlight, based on its four interlinked perspectives (financial, customer, internal processes, and learning & growth), originally developed by Kaplan and Norton. The BSC was selected for this research, as it has been already implemented by multiple HEIs, to guide managers and directors in their decisions and contribute to greater efficiency. It was, therefore, also selected for the implementation by an analyzed Portuguese higher education institution. This research aims to contribute to the empirical and practical understanding of BSC implementation in higher education, whilst providing orientation to directors and managers of HEIs. With the implementation of this tool, managers and directors can monitor the organizational performance and follow the defined strategy in the medium and long term. Based on these findings, other institutions could use this study as a guide and a benchmark.

Performance management systems in Lebanese private higher education institutions: design and implementation challenges

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hussein Al Jardali ◽  
Nada Khaddage-Soboh ◽  
Mohammad Abbas ◽  
Nour Al Mawed
Keyword(s):  
Higher Education ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Higher Education Institutions ◽  
Theoretical Models ◽  
Private Higher Education ◽  
Structured Interviews ◽  
Content Type ◽  
Private Higher Education Institutions

PurposeThe purpose of this study is at creating a performance management system template based on the Balanced Scorecard (BSC) framework, which could lead the scorecard to function properly at Arts, Sciences and Technology University in Lebanon (AUL) and, as assumed, in other Lebanese private higher educational institutions.Design/methodology/approachThis study compares existing theoretical models applied in private higher education institutions (HEIs) in Lebanon. It adopts inductive approach with semi-structured interviews that helped the authors understand the way BSC is implemented in the private Lebanese institutions.FindingsThis study suggested a customizable BSC to be used at AUL and other Lebanese private HEIs to enhance and calibrate their organizational performance.Originality/valueMany researchers have investigated the use of Robert Kaplan and David Norton's BSC in various types of organizations, but there was no specific study describing the Lebanese higher education system. This study investigates the use of the BSC framework in Lebanese private HEIs taking Arts, Science and Technology University in Lebanon (AUL) as a sample. Moreover, this study also adapted a BSC model to the case of a private HEI, which extends the current body of literature related to the use, implementation and adaptation of the BSC.

Sustainable goal setting: a large-scale case in management practice

2017 ◽  
Vol 66 (8) ◽  
pp. 1087-1104
Author(s):  
Carl Deschamps ◽  
Jan Mattijs
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Goal Setting ◽  
High Performance ◽  
Large Scale ◽  
Management Practice ◽  
Management Control ◽  
Environment Change ◽  
Content Type

Purpose The purpose of this paper is to give evidence of effective, large-scale, and time-sustained goal setting through the use of performance indicators (PIs) in managing a fairly large and decentralized social-security organization, despite indications that the motivational effects of goal setting are hard to sustain in the long term. Design/methodology/approach The authors analyze five years of monthly organizational performance data across 30 regional offices and five activities to identify the links between PIs and productivity. Findings The authors identify correlations that demonstrate a cycle where low performance scores on indicators increase productivity in the next period, but high performance decrease it, thus renewing the cycle. Research limitations/implications While long-term gains in the productivity are not the direct product of goal setting, the close relationship between goals and productivity illustrates the motivational potential of communicable targets and close feedback that led to a culture of performance within the organization. Practical implications The case studied demonstrates how a performance management system can be designed and managed so that long-term fatigue is avoided while maintaining a dynamic workforce that adapts in the face of environment change by increasing its efforts as needed. Originality/value This paper answers a call to connect management control studies with managerial work done in practical settings.

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 HR competencies at a merged Higher Education Institution

2010 ◽  
Vol 8 (1) ◽  
Author(s):  
Cecile M. Schultz
Keyword(s):  
Higher Education ◽  
Human Resource ◽  
Balanced Scorecard ◽  
Quantitative Research ◽  
Education Institution ◽  
Target Population ◽  
Research Strategy ◽  
Higher Education Institution ◽  
Box Plots ◽  
Hr Competencies

Orientation: Certain human resource (HR) competencies are essential to assist with the dynamics of change in the higher education landscape.Research purposes: The aim of this study was to determine the HR competencies at a merged higher education institution. Other objectives were to establish the satisfaction of academics, administrative staff and management regarding the HR competencies and the importance thereof.Motivation for the study: Human resource professionals require assistance by providing HR competencies necessary to add value at a merged higher education institution.Research designs, approaches and methods: A quantitative research design was employed as the research strategy. The questionnaire was based on the literature, the business plan and the HR balanced scorecard report. The target population was 1363 permanent staff on one campus and the response rate was 28%. A principal factor analysis, spider charts and box plots were utilised for data analysis. The results indicated business knowledge, HR practices, personal skills and management skills as the vital HR competencies.Practical implications: Staff were not satisfied with the current HR competencies and consequently this necessitated attention to improve the deficient areas.Contribution: This study shows that limited research was done with regard to HR competencies in the South African higher education backdrop.

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

Instruments and Methods for the Integration of Sustainability in the Project Management

2013 ◽  
pp. 394-407
Author(s):  
Aleksander Janeš ◽  
Armand Faganel
Keyword(s):  
Project Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Business Performance ◽  
Business Processes ◽  
Long Term Effects ◽  
Strategic Goals ◽  
Short And Long Term

The purpose of this chapter is to propose a framework that is supporting achievement of the sustainable strategy of the organization. The research frames the methodology that integrates project management and Balanced Scorecard (BSC) in the management system of the organization. In this applicative project research, the authors identified and analyzed the Key Performance Indicators (KPIs) that significantly contribute to the benefits of the business processes exploitation. The involved company executes monitoring of its business performance in the four perspectives of the BSC. With this case study, the authors attempted to get deeper understanding, and to clarify and evaluate the causalities between strategic goals and their respective KPIs. For this purpose, they developed an Error Correction Model with which they performed application on the KPIs and estimated short and long term effects between them. The developed model also supports improvements of the performance management system and monitoring of projects.

scholarly journals Strategic Costing Models as Strategic Management Accounting Techniques at Private Universities in Riau, Indonesia

2019 ◽  
Vol 11 (1) ◽  
pp. 274
Author(s):  
Evi Marlina ◽  
Hendri Ali Ardi ◽  
Siti Samsiah ◽  
Kirmizi Ritonga ◽  
Amris Rusli Tanjung
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Organizational Performance ◽  
Value Chain ◽  
Education Institution ◽  
Point Of View ◽  
Theoretical Point ◽  
Activity Based Costing ◽  
Education Organization ◽  
And Performance

As a strategic management in accounting, strategic coasting has attracted the practioners and scholars because the significant influences to comptetitive advantage and organizational performance. This study is aim to explore integrated strategic costing model as an effort to improve competitive advantage and performance of higher education institution. This study also provide the guideline for effectively and efficiently of cost control. A specific strategic costing –activity based costing, value chain costing, quality costing, lifecycle costing and target costing- was elaborated through literature review form each attributes simultaneously and according to comprehensive model that integrated each of principles. The study concluded the scheme is compatible and complete each other according to theoretical point of view due to the integrated implementation of the principles and attributes contribute to organization performance improve. We also argue that the scheme is contribute to distribution of strategic costing attribute and exploitation of organization resources. A new management system proposing to the incorporation of strategic costing attributes into the management of higher education organization resources, and some recommendations for practical use are presented.

scholarly journals Education and innovation: impacts during a global pandemic in a higher education institution

2021 ◽  
Vol 92 ◽  
pp. 01053
Author(s):  
Ana Vale ◽  
Nazaré Coimbra ◽  
Alcina Martins ◽  
José Oliveira
Keyword(s):  
Higher Education ◽  
Distance Learning ◽  
Teaching And Learning ◽  
Collaborative Work ◽  
Value Added ◽  
Education Institution ◽  
Structured Interviews ◽  
Higher Education Institution ◽  
Educational Challenge ◽  
Short Period

Research background: At the beginning of the year 2020, there was a shift in strategies and instruments in a short period of time, to respond to a situation of impossibility of face-to-face teaching. Thus, it is essential to reflect on an educational challenge, whose impacts continue on a global scale. Purpose of the article: The present article aims to analyse how the pandemic situation has been influencing education and learning in Higher Education. Methods: Having as context a higher education institution located in the municipality of Porto, a case study was developed that analysed teaching and learning methodologies applied throughout the 2019/20 academic year. For this research, a qualitative methodology was used, with semi-structured interviews with five teachers and opinion essays from nine students, with fourteen participants. The analysis was carried out using the Nvivo software, triangulating the perceptions of the two groups of interviewees. Findings & Value added: The results allow us to conclude that the participants are aware that collaborative work and the use of appropriate technological resources were essential to ensure teaching and distance learning, including the evaluation process, despite mandatory confinement. Globally, the perceptions of the emergence of a new educational paradigm are confirmed, based on the massive use of technological resources, which propelled the innovation of the teaching and learning process. Nevertheless, both groups recognize that distance learning impoverishes the fundamental interpersonal dynamics in Higher Education.

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