scholarly journals PENILAIAN KINERJA PERGURUAN TINGGI ISLAM DENGAN BALANCED SCORECARD AGAR TERWUJUD LEMBAGA PENDIDIKAN ISLAM BERBASIS MAQASID SYARIAH

2017 ◽  
Vol 8 (2) ◽  
pp. 121-131
Author(s):  
Zuraidah Zuraidah ◽  
Esy Nur Aisayah
Keyword(s):  
Organizational Performance ◽  
Internal Control ◽  
Balanced Scorecard ◽  
Performance Measure ◽  
Strategic Objectives ◽  
Internal Process ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Process Perspective ◽  
And Performance

In improving organizational performance, alignment an organizations and individuals in the organization is very important. Balanced Scorecard is one of the alternative performance measure that aims to combine the performance measures of financial and non-financial. Inspired by Kaplan and Norton, the concept was developed in four perspectives: financial, customer, internal process and learning and growth. This article discusses how to build a balanced scorecard, include determining the strategic objectives, measures, targets, initiatives, and implementing the balanced scorecard in public organizations. The performance assessment of Islamic Universities have: 1) strategic targets financial perspective: the ability to obtain funding and cost efficiency, 2) strategic objectives perspectives of stakeholders, namely the satisfaction and pride for students, 3) strategic objectives of internal process perspective is a internal business portal, process and policy procedures, financial systems and reporting, internal control and performance measurement, research and community service quality, 4) strategic objectives of learning and growth perspectives improve the professionalism of human resources, improve the quality and infrastructure facilities. Islamic university has 21 strategic objectives in the four perspectives of the balanced scorecard. As well as the maqasid syariah used as an indicator both in aligning the results of an assessment of the performance of the Islamic universities.

scholarly journals Strategy Map dan Rancangan Balanced Scorecard PT. DPI

2018 ◽  
Vol 7 (2) ◽  
pp. 117
Author(s):  
A Fakhri Arifyanto
Keyword(s):  
Balanced Scorecard ◽  
Customer Relationship ◽  
Strategy Development ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Strategic Issues ◽  
Strategic Objective ◽  
Financial Perspective ◽  
Strategy Map ◽  
Process Perspective

This research aims to compile and designing Strategy Map and Balanced Scorecard on PT. DPI in order to achieve the objective of becoming an international organization or world class company.  According to David P. Norton which had been quoted by Mathews (2007), Balanced Scorecard is precise methodologies to develop measurement which is capable to describe the organization’s strategy.  Development of Strategy Map is the key to design effective Balanced Scorecard. The analysis result stated that the Strategy Map of PT. DPI could be compiled by virtue of the strategic issues in the corporate level, meanwhile for the Balanced Scorecard design consists of four perspectives in which financial perspective to improve the ROI of strategic objective by increasing revenue from existing product and new product.  Customer perspective, with the strategic objective of customer satisfaction, increased market share by retaining existing customers and add new customers.  Internal Business Process Perspective, with a strategic objective of developing superior products, innovative and sophisticated, improved customer relationship management.  Learning and Growth Perspective, with strategic objectives to improve the quality, professionalism of human resources DPI, to develop a conducive climate in DPI (improve DPI climate).    

scholarly journals Performance Measurement Through Balanced Scorecard Approach

2021 ◽  
Vol 8 (2) ◽  
pp. 352-359
Author(s):  
Lukman Chalid ◽  
Darwis Lannai ◽  
Muhammad Syafi'i A. Basalamah
Keyword(s):  
Organizational Performance ◽  
Balanced Scorecard ◽  
Health Centers ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Strategic Approach ◽  
Customer Perspective ◽  
Short And Long Term ◽  
Process Perspective

The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stakeholders by balancing short- and long-term objectives.

scholarly journals MODEL STRATEGY FOR PERFORMANCE IMPROVEMENT USING BALANCE SCORECARD ON COMPANY ON COMPANY ELECTRICAL DISTRIBUTORS

2020 ◽  
Author(s):  
arasy alimudin
Keyword(s):  
Balanced Scorecard ◽  
Corporate Strategy ◽  
Business Environment ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Strategy Model ◽  
Competitive Prices ◽  
Process Perspective ◽  
Strategic Advice

The turbulent and complex business environment demands that an organization keeps updating its business travel map; take a strategic step that focuses the capabilities and commitment of all personnel to realize the organization's ideal future. Innovative companies use a balanced scorecard as a strategic management system that manages corporate strategy on a continuous basis. The Strategy Model using balanced scorecard on the company's electrical distributor is a strategic and operational business plan that is developed through the following steps: 1) description of vision and mission becomes the goal; 2) description of objectives into strategic advice; 3) Strategic description becomes a strategic initiative to achieve strategic objectives; 4) description of strategic initiatives into a program; and 5) a description into the budget program. The goal to be achieved in this research is to know the performance on the company's electrical distributor in improving profitability. The Balanced Scorecard analysis in the firm found that the financial perspective score 5, the Customer Perspective 3.08, the Internal Business Process Perspective of 3.04, and the Learning and Growth Perspective 2.7. Based on the results of the company score then determine the strategy to increase sales volume by increasing customer satisfaction through quality products with competitive prices, and increase the number of stock items. Optimizing the profit earned, so as to increase the company's ability to return capital to shareholders, by limiting the cost to the owner's personal needs.

scholarly journals Evaluasi Penerapan Balanced Scorecard sebagai Pendekatan dalam Pengukuran Kinerja

2016 ◽  
Vol 1 (1) ◽  
Author(s):  
Dian Purwandari
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Comparative Method ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
And Performance ◽  
Measure Of Performance ◽  
Internal Business Process

Abstrak Penelitian ini bertujuan untuk: (1) mengevaluasi balanced scorecard yang diterapkan oleh Bank XYZ; (2) menganalisis sistem pengukuran kinerja; (3) merumuskan kembali balanced scorecard sesuai dengan misi, visi, dan strategi Bank XYZ. Penelitian dilakukan dengan menggunakan metode deskriptif komparatif, yaitu melalui studi literatur yang dilakukan dengan mempelajari literatur yang berkaitan dengan topik penelitian, serta studi lapangan yang dilakukan melalui wawancara dan observasi langsung untuk mendapatkan gambaran mengenai situasi dan kondisi perusahaan. Berdasarkan hasil evaluasi secara keseluruhan, perancangan balanced scorecard Bank XYZ belum optimal. Cakupan sasaran strategis dari perspektif proses bisnis internal, serta perspektif pembelajaran dan pertumbuhan masih terlihat sederhana dan belum mengakomodasi sasaran strategis dari perspektif pelanggan dan perspektif keuangan. Penelitian ini berusaha merumuskan kembali perancangan balanced scorecard dengan menggunakan ukuran indikator kinerja sesuai dengan teori Kaplan dan Norton. Kata Kunci : Balanced Scorecard dan Pengukuran Kinerja Evaluation of the Application of Balanced Scorecard as Performance Measurement Approach (Case Study on Bank XYZ) Abstract This research is aimed to: (1) evaluate BSC applied by Bank XYZ; (2) analyze the performance measurement system; (3) reformulate balanced scorecard in accordance with the mission, vision, and strategy of Bank XYZ. This research uses descriptive comparative method, specifically the study of literature that conducted by studying literature related to the research topic, and the field study carried out by interviews and direct observation to get an overview of the situation and condition of the company. Based on the overall results of the evaluation, the design of balanced scorecard on Bank XYZ is not optimal. The scope of the strategic objectives of the internal business process, and learning and growth perspective still look simple and yet accommodate the strategic objectives of the customer perspective, and financial perspective. This research seeks to reformulate the design of the balanced scorecard by using a measure of performance indicators in accordance with the theory of Kaplan and Norton. Keywords: balanced scorecard and performance measurement

scholarly journals PENERAPAN KINERJA DENGAN PENDEKATAN BALANCED SCORECARD PADA PT POS INDONESIA CABANG KUTACANE

2020 ◽  
Vol 8 (2) ◽  
pp. 91
Author(s):  
Desi Aramana
Keyword(s):  
Financial Performance ◽  
Balanced Scorecard ◽  
Validity And Reliability ◽  
Good Service ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
And Performance ◽  
Internal Business Process

The purpose of this study was to determine how the application of financial performance with the balanced scorecard approach at PT Pos Indonesia Kutacane. This research uses descriptive methods with qualitative data and quantitative data. Data analysis techniques were performed using validity and reliability tests, by looking at fact data from the company based on each perspective-perspective contained in the belenced scorecard, namely: financial perspective, customer perspective, internal business process perspective, and growth perspective and learning. The results of the study at PT Pos Indonesia Kutacane Branch showed that financial performance showed poor conditions in the period 2016 to 2018 as measured by the ratio used, the performance of the customer perspective had done various things to provide good service to customers, the performance of the process perspective Internal business which includes innovation and observation of employees shows good results, and performance on the growth perspective and lessons from observations of employee capability and employee satisfaction show good results.

scholarly journals Analisis Pengukuran Kinerja Menggunakan Metode Balanced Scorecard pada PT.Bahtera Utama

2015 ◽  
Vol 6 (1) ◽  
pp. 35
Author(s):  
Erwin Erwin ◽  
Hartiwi Prabowo
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Product Distribution ◽  
Employee Productivity ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

This research was conducted in PT.Bahtera Utama by measuring performance using the Balanced Scorecard as measured through four perspectives, that is financial perspective, the customer perspective, internal business process perspective, and learning and growth perspective. The purpose of this study was to measure the performance with balanced scorecard, analyze and recommend the results to the company. The research method used is a case study and survei methods with descriptive research. The results of this study indicate that the performance of the financial perspective quite good includes the profits, revenue, productivity, and the short term liabilities have not been able to be achieved as expectations. For Customer perspective, the performance of the companies is very good where customer satisfaction and loyalty must be maintained, for the continuation of the order. For Internal Business Process perspective, the company's performance in terms of both innovation and quality of products are very good, but in the time of processing product distribution is average and company has been able to fix it with the strategic objectives effectively and efficiently. For learning and growth perspective, the performance is good at all points but in the employee productivity and commitment, the targets have not been able to be achieved and the application of the information technology is very good. Overall assessment of performance on the PT.Bahtera Utama is good with the score of 4.29.

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.

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 COMPANY PERFORMANCE APPRAISAL USING THE BALANCE SCORECARD METHOD TO IMPROVE PERFORMANCE IN PUBLIC COMPANIES JASA TIRTA I

Profit ◽  
2021 ◽  
Vol 15 (01) ◽  
pp. 1-7
Author(s):  
Supriyadi Eko Prasetiyo ◽  
Mohammad Burhan ◽  
Gaguk Apriyanto
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Company Performance ◽  
Public Performance ◽  
Public Companies ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Jasa Tirta I Public Company is a state-owned company engaged in the management of water resources. The quality of the performance of an organization can be known by measuring the performance of the achievement of performance indicators. Comprehensive planning of performance indicators is needed. This study aims to determine the performance measurement of Perum Jasa Tirta I by the Balanced Scorecard method and then analyzed by the PDCGA (Plan-Do-Check-Goal-Action) method for continuous improvement to improve company performance. The research method used in this study uses a mixed-method approach. The results showed that the measurement of public performance based on the Balanced Scorecard Perum Jasa Tirta I 2015-2019 method is divided into 4 approaches: financial perspective, customer perspective, internal business process perspective, and learning & growth perspective including good performance. Judging from the financial perspective it is included in the very good category. From the customer perspective, it is included in the excellent category. From the internal business perspective it is classified as quite good, Electricity Raw Water Service indicators reached 93% of the 100% target and environmental management achieved 97% of the 100% target. From the perspective of learning & growth in the excellent category.

Factor analysis for balanced scorecard as measuring competitive advantage of infrastructure assets of owned state ports in Indonesia

2018 ◽  
Vol 60 (2) ◽  
pp. 386-401
Author(s):  
Nurdjanah Hamid
Keyword(s):  
Factor Analysis ◽  
Competitive Advantage ◽  
Balanced Scorecard ◽  
The Other ◽  
Competitive Advantages ◽  
Content Type ◽  
Internal Process ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Purpose This paper aims to investigate the factor analysis for balanced scorecard (BSC) as measuring competitive advantage of infrastructure assets of owned state ports in Indonesia: Pelindo IV, Makassar, Indonesia. Design/methodology/approach This investigation adopts an explanatory and an exploratory qualitative case study method to analyze the effectiveness of BSC over the strategy management processes. For data collection, the researchers have used semi-structured interviews, direct observation and document collection. Data collection was made during a six-month period, which allowed gaining of deep knowledge on the culture and management methods used in alpha. Other data collected refer to the company’s documentation and reporting of online media publications. Detailed interview data are the main data sources, which allow obtaining of a detailed and holistic understanding of the experience, opinions and attitudes of the interviewees. Interviews focus on asset management to determine the relationship between various factors. This study adopts ideal BSC principle (four perspectives) to develop strategic map for infrastructure asset of Pelindo IV. Analysis tools using factor analysis for the indicators (financial, customer, learning-growth and internal process) measure the competitive advantages. The data for factor analysis from the perception of each stakeholder using questionnaire are collected. Findings The competitive advantages of Pelindo IV depend on 81.2 per cent from financial perspective, customer perspective, internal process perspective and learning perspective, and 18.2 per cent from the other factor. The result of measurement model of competitive advantage in Figure 2 is significantly (p-value < 0.05) measured by financial perspective performance, customer perspective performance, internal process perspective performance and learning perspective performance. On the basis of the highest coefficient loading factor, it can be shown that the most powerful competitive advantages are measured by learning perspective. The high value of competitive advantage of Pelindo IV, Makassar, Indonesia, is especially seen from the learning perspective performance. The order result of BSC for measuring the competitive advantages is as follows: learning perspective performance, financial perspective performance, customer perspective performance and internal process perspective performance. Originality/value Originality of this study looks at the following three points: first, the measurement competitive advantages. Previous studies used measurements of cost leadership strategy, differential strategy and focus strategy as competitive advantages measuring (Porter, 1985; Warf and Stutz, 2007; Clulow et al., 2003). This study uses BSCs with four indicators (financial perspective result, customer perspective result, internal process perspective result and learning perspective). Second, on the other hand, several studies have investigated the BSCs as performance measurement (Ozturk and Coskun, 2014; Malgwi and Dahiru, 2014; Binden et al., 2014). Third, this study uses the factor analysis to measure the competitive advantage by BSCs, which is different from the previous study analysis.

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