Balanced Scorecard Performance Evaluation Research Articles

Application of Balanced Scorecard in Performance Evaluation of Educational Management

Abstract Good or lousy school education management is closely related to students’ growth, so research on the improvement of education management performance has become a hot topic. Taking School H as an example, this study utilizes the balanced scorecard to construct a system for evaluating school education performance at four levels: financial, customer satisfaction, internal operation processes, and learning and growth. Based on this basis, the weights of the educational management performance evaluation indicators at all levels are calculated by combining the entropy method and hierarchical analysis method, and the comprehensive evaluation scores of all indicators are derived. In addition, the multiple concurrent causal relationships and realization paths of the high-level development of educational management are also explored using the qualitative comparative analysis model. The results show that the evaluation score of educational management quality is 4.108, and the scores of each dimension of the secondary indexes are 4.102, 4.05, 4.13, and 4.15, respectively, which are above 4, indicating that the quality of educational management in the sample universities is good. This study provides the implementation steps of balanced scorecard performance evaluation for colleges and universities and, at the same time, provides a reference for other colleges and universities’ performance evaluations.

Engaging patients in balanced scorecard evaluation - An implication at Palestinian hospitals and recommendations for policy makers.

A balanced scorecard (BSC) is a comprehensive performance evaluation (PE) tool. A recent review summarized that a balanced consideration of PE from six perspectives in hospitals must be considered: financial, customer, internal, external, knowledge and growth, and managerial. However, patients were rarely engaged in BSC implementations. This research aims to engage Palestinian patients in BSC implementation to develop recommendations for policy makers. In this cross-sectional study, the BSC-PATIENT survey was distributed between January and October 2021. We evaluated patients' experiences and their attitudes toward BSC dimensions (BSCP ATT). The differences in evaluations based on admission status were analyzed using the Mann-Whitney U test. Causal relationships between patients' experiences and attitudes were analyzed using multiple linear regression. We tested the multicollinearity of the model. Path analysis was performed to understand the BSC strategic maps based on the Palestinian patients' evaluations. Out of 1,000 surveys, 740 were retrieved. The mean scores for Palestinian patient experiences evaluation showed that the services experience factor had the highest score (87.7 ± 17.7), and the patient care experience factor had the lowest score (57 ± 34.5). Patient experiences collectively predicted 56.4% of the variance in the BSCP ATT. The experience factors of information (β = 0.400, t = 13.543, P < 0.001), patient care (β = 0.241, t = 8.061, P < 0.001), services (β = 0.176, t = 6.497, P < 0.001), and building (β = 0.177, t = 6.308, P < 0.001) had the highest impact on BSCP ATT. The price had only a weak negative influence (β = -0.051, t = -2.040, P = 0.042). Accessibility to hospitals did not have any impact on BSCP ATT. Significant differences between inpatient and outpatients' evaluations in regard to experiences related to patient care (P = 0.042), services (P < 0.001), accessibility (P < 0.001), and BSCP ATT (P = 0.003) were found. BSC-PATIENT successfully engaged patients in BSC PE at Palestinian hospitals. This research provides strong evidence for the impact of patients' information experience on their attitudes. Palestinian health policy makers must prioritize the design and delivery of patient education programs into their action plans and encourage a two-way information communication with patients. Strong evidence for patient care, services, and building experiences role in improving patients' attitudes was found. Managers should enhance patients' feedback and engagement culture in Palestinian hospitals.

Balanced Scorecard Performance Evaluation Model for Waqf Institution

&lt;p&gt;&lt;em&gt;Nazir Professional supports the management and utilization of productive waqf in Indonesia with measurable performance and competence. This study aimed to contribute to the Indonesian Waqf Board in evaluating Nazir's performance and competence in managing productive waqf through Key Performance Indicators (KPI). A descriptive qualitative analysis was conducted on previous studies to examine Nazir's performance and competence through KPIs based on the Balanced Scorecard. KPIs and periodic evaluations could make Nazir work more productively and professionally to increase the growth of productive waqf. Furthermore, the Nazirs could use the KPI performance, and competency assessment model proposed to the Indonesian Waqf Board to standardize its performance and competency assessments. The proposed model is hoped to be refined through further evaluation in the future.&lt;/em&gt;&lt;/p&gt;&lt;p&gt; &lt;/p&gt;

Developed Object Oriented System for Performance Evaluation Based on Balanced Scorecard Model in Ethiopian Organizations

In this research a developed web–based balanced scorecard performance evaluation system proposed for the case study of Ethiopian organizations and supports both English and Amharic languages. The system incorporates evaluations of individual performance (both in activity and behavior), major activity performance, objective performance, perspective performance, unit/department performance, and the organization/institute as a whole based on time, cost, quality and quantity. Object oriented software engineering and ASP.NET 4.0 platform is employed to develop the system.

The New Balanced Scorecard Evaluation System--With Midea Group Case

In the 21st century global economy and multicultural knowledge economy, business era, the traditional financial performance evaluation is not appropriate for today's enterprise management, and modern enterprise management has entered the era of strategic management. In 1996 years later, the big consulting companies introduce the balanced scorecard performance evaluation system, through years of practice, most enterprises in our country on the use of the balanced scorecard performance evaluation system, are still in the field of performance evaluation, but the ultimate goal is build a new performance management system to achieve strategic direction, in order ensure successful execution company strategy. Thus, the balanced scorecard is enhance their strategic execution of the most effective strategic management tool. Based on the review and strategic dimensions of the Balanced Scorecard four-dimensional theory, and emphasized the importance and significance of the strategic dimensions of the Balanced Scorecard. Five dimensions and nineteenth determining factors using AHP weights the Media group as an example of reasonable and effective verification of the five-dimensional Balanced Scorecard evaluation system constructed which tend be effective practical tools for enterprises achieve strategic management.

Notice of Concern

This article refers to:Accountability and Role Effects in Balanced Scorecard Performance Evaluations When Strategy Timeline Is Specified

Balanced scorecard performance evaluation in a closed-loop hierarchical model under uncertainty

This study provides valuable support for successful decision making in network hierarchical structures. The balanced scorecard (BSC) is a measurement system that requires a balanced set of financial and non-financial measures. This study examined both qualitative and quantitative data for the proposed hybrid analytical method. Although numerous studies have been conducted in industry and academia for the development of BSC performance measures, few studies have explored a BSC hierarchical network structure and interdependence relations under uncertainty. This study proposed a set of hybrid approaches for the real case of a performance evaluation of a leisure farm and demonstrated a closed-loop analytical network process for the hierarchical and interdependence relations BSC to assist research improve practical performance and enhance management effectiveness and efficiency regarding qualitative and quantitative information. This study adopted the traditional BSC framework that considers importance weights, performance weights and norm values. The results indicated that the financial aspect is highly weighted and exhibits superior performance; however, the customer aspect exhibits a higher ranking when considering the importance weight and norm value. Managerial implications and concluding remarks are also included in the study.

The Consideration of Efficient Strategic Plan Indices in Crises using Balanced Scorecard

Today, efficient strategies have resulted in the success of several firms in the world of business. Many studies have been performed on the issue of strategy, not much work, however, has been done in the field of designing an applied model for evaluating the strategies’ efficiency in crises. The employed strategies in the organizations in order to achieve goals must always be evaluated; one of these new and modern methods is the balanced scorecard performance evaluation in which the organization is evaluated both financially and non-financially. Balanced scorecard, being formed as a result of researches performed by Robert Kaplan and David Norton in the field of organizations’ performance evaluation new methods in 1990, is considered as a powerful tool in performance evaluation of the organizations which was also used in this research to evaluate the indices of efficient strategic plans in crises. Using nominal technique and the previous researches, the main primary and secondary indices in the balanced scorecard were determined and the kind of their relations was also specified. Eventually, the final BSC model to investigate efficient strategic plan indices in crises was formulated.

Influences of Timeline and Perceived Strategy Effectiveness on Balanced Scorecard Performance Evaluation Judgments

ABSTRACT This study examines evaluator ratings of subordinate performance in implementing a new corporate strategy in a Balanced Scorecard environment. We focus on two factors predicted to influence strategic performance judgments: (1) the presence or absence of an explicit timeline for strategy implementation, and (2) the evaluator's perceptions of the effectiveness of the new strategy. One hundred eleven M.B.A. students averaging over eight years of work experience participated in the study. Consistent with predictions, we find that (1) absence of an implementation timeline was associated with fixation on lagging financial performance measures outside of the subordinate's time span of control, and (2) evaluator perceptions of the strategy's effectiveness were positively associated with evaluations of strategy-congruent performance. These results extend prior research by highlighting the importance of the time dimension and perceptions of strategy effectiveness in performance judgments. Implications for future research in strategic performance evaluation are discussed. Data Availability: Contact the authors.

Accountability and Role Effects in Balanced Scorecard Performance Evaluations When Strategy Timeline Is Specified

This study experimentally examines if fixation on lagging financial measures (relative to leading non-financial measures) as reported in prior balanced scorecard literature is mitigated when evaluators are provided with a strategy implementation timeline (a non-manipulated variable). The experiment manipulates whether or not evaluators are subject to process accountability as well as the role to which evaluators are assigned (i.e. supervisor or subordinate). We predict and find that, in general, the provision of an implementation timeline results in evaluators placing more weight on strategically linked, leading non-financial measures within a subordinate's time span of control compared to strategically linked, lagged financial measures beyond the subordinate's controllable time horizon. However, we also find that evaluators in the role of a supervisor differentiate less between strategically linked non-financial measures that fall within the subordinate's control and strategically linked financial measures beyond the subordinate's control when held accountable compared to supervisors not held accountable. On the other hand, participants in the role of a subordinate were able to differentiate appropriately between these measures when held accountable. Our results extend prior research by considering how linking a timeline to strategy implementation may assist evaluators when assessing performance in the presence of both leading and lagging strategic measures. Further, reference to an implementation timeline may influence role and accountability effects. Implications for future research in multidimensional strategic performance evaluation are discussed.

Implicit racial prejudice against African-Americans in balanced scorecard performance evaluations

Abstract A dominant theme in critical accounting theory concerns the relation between human identities and accounting discourse and practices. Though this theme has strong antecedents in Marxist-inspired critique of ideology, research into this theme has employed diverse approaches; among them, genealogical studies (e.g., Miller and O’Leary, 1987 ), deconstructive studies (e.g., Shearer and Arrington, 1993 ), psychoanalytic studies ( Roberts, 1991 , Roberts, 2009 ) and critical-rational studies (e.g., Power and Laughlin, 1996 ). We offer a different approach grounded in social-cognitive concerns with how implicit attitudes about race influence evaluation of others. We report on the results of an empirical, lab-based study of balanced scorecard evaluations and bonus allocations where race is a treatment effect and where the well-established tenets of Implicit Association Testing (IAT) are used to reveal that there are, indeed, propensities to unwillingly let racial prejudice intervene into our accounting-based evaluations of others. That intervention influences identity in ways that are morally unacceptable, degrading to black workers, and loaded with potential for negative material consequences for workers (e.g., less compensation due to racially determined and irrational performance evaluations). The paper illustrates one area of research in which methodologies adapted from conventional empirical, statistical approaches can enhance the emancipatory potential of critical accounting research.

The Role of Visual Attention on Managerial Judgment in Balanced Scorecard Performance Evaluation: Insights from Using Eye-Tracking Device

This paper investigates the role of visual attention in managerial judgments during balanced-scorecard performance evaluations. Using the Locarna eye tracker to establish the amount of time managers spent focused on visual cues, we found that managers who look more at strategically-linked performance measures are more likely to make decisions consistent with the achievement of their subordinates’ strategic objectives. When aware of strategy, managers focused more on strategically-linked performance measures than on non-linked measures. The presentation format of the strategy information did not significantly affect this focus. Our findings indicate that awareness of strategically-linked performance measures, but not their presentation, appears to be important in helping managers to make better decisions. This study contributes to the management accounting literature by generating useful insights into the impact of visual attention on judgments and decision-making processes.

The judgmental effects of strategy maps in balanced scorecard performance evaluations

We examine whether supplemental information displays affect decisions made using a common strategic performance measurement system, the balanced scorecard. A distinguishing feature of the balanced scorecard (BSC) is the number and diversity of its metrics. To effectively formulate a decision from such a complex information set, managers must view these measures within their strategic context ( Kaplan and Norton, 1993, 1996). However, academic studies indicate that problems in communication and comprehension of the strategic logic underlying the scorecard hinder its implementation and use ( Lipe and Salterio, 2000; Malina and Selto, 2001; Ittner et al., 2003a, 2003b). We investigate whether a supplemental information display, in the form of a strategy map, results in performance evaluation judgments consistent with the recognition of relations between performance metrics and strategy. Strategy maps are causal diagrams depicting temporally-separate and non-linear relations between scorecard performance measures and overriding strategic objectives. As predicted, we find that performance evaluation decisions are more consistent with the achievement of strategic objectives when participants are provided with strategy maps.

The Judgmental Effects of Strategy Maps in Balanced Scorecard Performance Evaluations

We investigate the impact of supplemental information displays on the quality of decisions made using a common strategic performance measurement system, the Balanced Scorecard. A distinguishing feature of the balanced scorecard (BSC) is the number and diversity of its metrics. To effectively formulate a decision from such a complex information set, managers must view these measures within their strategic context (Kaplan and Norton 1993, 1996). However, academic studies indicate that problems in communication and comprehension of the strategic logic underlying the scorecard hinder its implementation and use (Lipe and Salterio 2000; Malina and Selto 2001; Ittner, Larcker, and Meyer 2003). We investigate whether a supplemental information display, in the form of a strategy map, results in performance evaluation judgments consistent with the recognition of relations between performance metrics and strategy. Strategy maps are one-page visual frameworks that depict cause-and-effect relations between scorecard performance measures and overriding strategic objectives. Consistent with our hypotheses, we find that the quality of performance evaluation decisions is higher when participants are provided with strategy maps.

Debiasing Balanced Scorecard Evaluations

Lipe and Salterio (2000) found that superiors disregarded half of the information when using a Balanced Scorecard to evaluate the performance of two divisional managers. Only common measures affected the superiors' holistic evaluations, defeating the purpose of the Balanced Scorecard. Our study examines whether disaggregating the Balanced Scorecard results in evaluations consistent with the intent of the Balanced Scorecard approach. Results indicate the disaggregated strategy allows superiors to utilize unique as well as common measures, thus overcoming the common-measures bias. In addition, we find Balanced Scorecard performance evaluations explain more than half the variation in subsequent compensation decisions.