scholarly journals Towards a Dynamic Balanced Scorecard Model for Humanitarian Relief Organizations' Performance Management

2017 ◽  
Author(s):  
Ali Anjomshoae ◽  
Adnan Hassan ◽  
Nathan Kunz ◽  
Kuan Yew Wong ◽  
Sander de Leeuw
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Humanitarian Relief ◽  
Relief Organizations

Performance Management Using Balanced Scorecard

2011 ◽  
Vol 4 (4) ◽  
pp. 1-3
Author(s):  
J.JERLIN VIOLET ◽  
◽  
H.JOSIAH H.JOSIAH
Keyword(s):  
Performance Management ◽  
Balanced Scorecard

Penyusunan Prototipe Performance Management System berbasis Balanced Scorecard pada PT. X

2018 ◽  
Vol 2 (3) ◽  
Author(s):  
Bintang Karismacho Nugroho ◽  
Artiawati
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Performance Management System ◽  
Pilot Test

PT. X merupakan perusahaan yang memiliki bisnis pada bidang kuliner. Sejak didirikan hingga saat ini, PT. X belum pernah mencapai target secara sempurna. Pimpinan PT. X merasa hal tersebut disebabkan karena faktor internal dan faktor eksternal perusahaan. Oleh karena itu, diperlukan intervensi yang dapat mengatasi permasalahan tersebut, yaitu penerapan performance management system berbasis balanced scorecard, karena dapat mendukung peningkatan kinerja perusahaan melalui pengelolaan sumber daya manusia dengan mempertimbangkan kondisi internal dan eksternal perusahaan.Penelitian ini bertujuan untuk merumuskan intervensi berupa rancangan performance management system berbasis balanced scorecard yang paling sesuai dengan PT. X untuk meningkatkan kinerja perusahaan melalui pengelolaan sumber daya manusia. Metode penelitian ini adalah research & development. Hasil rancangan intervensi yang telah dirumuskan berupa performance management system pada tahap prerequisites (rumusan harapan pimpinan dan skema arahan strategi, balanced scorecard (objective).Hasil evaluasi terhadap rancangan intervensi, yaitu secara keseluruhan para rater menilai rancangan intervensi yang dirumuskan telah tepat dalam mengatasi permasalahan yang dihadapi, namun pada beberapa hal kurang aplikatif jika saat ini langsung diterapkan di perusahaan. Oleh karena itu, dapat disimpulkan bahwa rancangan intervensi yang telah dirumuskan ini dapat diterima oleh pihak ahli dan user, meskipun terdapat beberapa catatan yang membangun untuk menyempurnakan rancangan intervensi yang telah dirumuskan. Saran yang dapat diberikan berdasarkan penelitian ini, yaitu penelitian selanjutnya harus tetap mengacu pada konsep performance management system tahap prerequisites yang telah dirumuskan, agar pengembangan tetap terintegrasi dengan arah, tujuan, dan strategi perusahaan, serta PT. X juga perlu melakukan pilot test untuk menguji keefektifan rancangan intervensi yang telah dirumuskan.

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.

BSC-SI

2016 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

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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