UNIVERSITY SUPERIOR PERFORMANCE BASED ON BALANCE SCORECARD: THE ROLE OF MANAGERIAL COMPETENCE AND MANAGEMENT CONTROL SYSTEM

Abstract

This study aims to develop a Balanced Scorecard (BSC) model as a University performance management system with the implementation of managerial competencies and the role of management control systems. The unique potential of resources at state universities that have been incorporated (PTNBH) is managed effectively to support performance achievement. In order to achieve these achievements, the quality of the availability of appropriate human resources is needed in meeting managerial criteria such as competence, expertise and experience and the role of the management control system is needed as an effort to produce university performance. The population of this study is all leaders within Semarang State University. The sampling technique used a purposive sample of 236 people with statistical data analysis using SEM Partial Least Squares (PLS). The results showed that managerial competence and management control systems have a positive and significant effect on performance achievement, meaning managerial competencies that meet qualifications and are qualified followed by performance achievements based on balance scorecards. Similarly, the implementation of an effective control system leads to the achievement of performance. Research advice for leaders in the university environment should be in implementing the selection of human resources for managerial must consider work experience factors besides that future researchers can add or combine models with other predictor variables and conduct research on different objects, for example in other government-owned service institutions or it could also be in private companies so that the study of performance concepts is stronger and can generalized. KEYWORDS- Balance scorecard, University Performance, Managerial competence, and Management Control System