The Role of the Balanced Scorecard in Assessing the Performance of the Managers

Authors

• M. Behroozi
• S. Samimi

Abstract

    Balanced Scorecard model or model scorecards technique is used to turn strategy into action. In other words, this model is a technique for making the ideals operational, mission, strategies, and future prospects of the organizations as the main areas are scorecards modeling studies.Balanced Scorecard does not merely play the controlling role ofthe criteria used to describe past performance. Whereas thismetric tool is used to clarify the organization's strategy, coordination of activities at different levels, allowing the possibility to achieve organizational goals. The purpose of this study was to investigate the role of the balanced scorecard in assessing the performance of the managers of higher education institutes in Bushehr, Iran. The managers of higher education institutes from four aspects of financial indicators, maintain and sustain customer, internal processes and learning and growth process were studied. The methods applied in this study was a cross-sectional survey. The population who participated in this study consisted of 136 chancellors, vice-chancellors and heads of departments in higher education institutes, then 115 were selected randomly as the sample. The obtained datawere entered in SPSS andwere analyzed statistically using ANOVA and mean. Following the use of the Balanced Scorecard proved three of four-mentionedhypotheses; namely,improvement in managers'financial indicators, preservation and conservation of our customers and internal processes to follow; however, the use of the Balanced Scorecard has not affected the growth of learning process in the organization.

Keywords

• Balanced Scorecard (BSC)
• Performance Evaluation (PE)
• Higher Education Institutions

20.1001.1.20086369.1395.7.26.6.7

---

References

Ahn, H., (2001), Applying the Balanced Scorecard Concept: An Experience Report. Journal of Long Range Planning.

- Alirezaee, M. R. ( 2004), System Efficiency Using DEA and balanced scorecard, The secend of Performance Management Conference. 

- Amini, M. T., (2009), Evaluation of service quality in the public sector, Period 3, No.1.

- Atashpor, H. Noorbakhsh, M. (2008), The performance evaluation using balanced pattern scores, Folad Journal, Pige 16-18, 

-Blackmon, V., (2008), Strategic planning and organizational performance an investigation using the balanced scorecard in non-profit organization, Capella University.

- Blokdijk, G. ( 2008), Balanced scorecard 100 success secrets , 100 most asked questions on approach , development,management ,performance and strategy , Emereo pty Ltd .

- Cobbold, I., & Lawrie, G. (2002), The development of the balanced scorecard as a strategic management tool, presented at PMA Conference, Boston, USA.

- Creelman, J., & Makhijani, N., (2008), How heading organizations successfully implement corporate strategy with the balanced scorecard, The OTI Thought leadership Series 1, 1 – 16.

- Franke, N. (2008), measuring public service assessment and accountability to us and other, journal of planning education and research, 499-50.

- Hacan, Ch., Konopaske, R. & Bernardin, J. (2006), Predicting assessment GENTER performance with 360-degree Top-down and customer-based competency assessment, Human resourse management, VOL 45No3. Pp357-390.

- Ebne Rasool, A., & Nasrolla KHani, J.,(2004) Evaluate the performance of IT projects, Journal of educational policy, No. 149.

- Kaplan R. S., & Norton D. P., (1996), Using the balanced scorecard as a strategic management system, Harvard Business Review, January-February.

- Kaplan R. S., & Norton, D. P. (2000), Using the balanced scorecard as a strategic management system, Harvard Business Review, January-February.

- Kaplan, R., & Norton, D., (2007), Execution premium, Harvard business schools press.

- Kaplan, R. S. & David, P. N. ,(2008) , Translating Strategy in to Action: The Balanced Scorecard ; Translated by Molmasi, Ramin and Jamile Seify, First Edition, Tehran, Published by Iran’s Commercial Studies and Research Institude (in Persian).

- Longenecker, C.O., & Fink, L.S., (1989), Creative Effective Performance Appraisals, Business Horizons: 18-23.

- Michel, J.L., (1995), Performance measurement and performance management, Production Economics 41:23-35.

- Neely, A.D. & Adams, C.A. (2000), perspective on performance: the performance prism, centre for business performace, Cranfield School of management, UK.

- Rahimi, Gh. (2006), Performance measurement and continuous improvement of the organization, Scientific Journal, 2006, No. 138.

- Shokri Noshnagh, M. ( 2007) Balanced scorecard approach to performance evaluation, Monthly quality control, No. 28.

- Wongrassamee, J.E.L. & Simmons, P.D. G. (2003). Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model. Measuring Business Excellence, Vol. 7 Iss: 1, pp.14 – 29.