Abstract
The improvement of organizations and employee performance is ongoing journey. Previous literature and official document of managerial practices have confirmed that the balanced scorecard (BSC) is one of the latest innovations in management assist organizations to rationalize vision and strategy with business activities and measure areal organizational performance versus predetermined goals. The balanced scorecard also is applied to measure financial processes, customer relation, internal business processes and learning & growth characters of an organization. the main aims of this research is to identify the role of balanced scorecard (BSC) represent in better performance of organizations and to shed light on the impacts of balanced scorecard on organizational performance. The research has been performed with quantitive method and the organizations in questions are Telecommunication companies in Sudan for the purpose, the research supported by a questionnaire identifies that balanced scorecard is well implemented in the private sector organization in Sudan. Furthermore, currently there is luck of published research on BSC within private sector, so this has motivated me to highlight gaps in this research and to outline some ideas for future research. The finding indicate that positive relationship exists between the four perspectives in the BCS model and organization performance in Sudanese private sector companies.
Highlights
Change and hyper- competitive environment in the global business landscape in recent decades have forced the companies to improve their performance to emerge as competitive global player and to select an appropriate and effective performance to help management assess strategic plans and minimize errors
Robert Kaplan and David Norton wrote about balanced scorecard in 1992 as a rendering measurement skeleton that added strategic non- financial performance measures to traditional financial metrics in order to give managers a more “balanced" sight of organizational performance. 2014 marks 22 years since the first publication of BSC Kaplan and Norton's original version of BSC disseminated on mere financial performance measure and incorporated operation performance classified by three perspectives: customer satisfaction, internal business process, and innovation and learning
It essentially consist of those measure coping with corporation profitability, (Maltz et al, 2003) recommended the following measures: profit margin, revenue growth, cash flow, net operating income, retune on investment(ROI), revenue per employee, profit per employee, stock price, economic value added (EVA), earning per share (EPS), retune on equality (ROE), and growth in common equality
Summary
Change and hyper- competitive environment in the global business landscape in recent decades have forced the companies to improve their performance to emerge as competitive global player and to select an appropriate and effective performance to help management assess strategic plans and minimize errors. Robert Kaplan and David Norton wrote about balanced scorecard in 1992 as a rendering measurement skeleton that added strategic non- financial performance measures to traditional financial metrics in order to give managers a more “balanced" sight of organizational performance. 2014 marks 22 years since the first publication of BSC Kaplan and Norton's original version of BSC disseminated on mere financial performance measure and incorporated operation performance classified by three perspectives: customer satisfaction, internal business process, and innovation and learning. A BSC system is considered to be a performance measurement, strategy evaluation system, and a communication tool at the same time
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