Balanced Scorecard And Company Performance

he Balanced Scorecard is one of the alternative performance measure that aims to combine the size of financial and non financial performance. This measurement is the result of a process based on its mission and strategy of a firm. There are four aspects that are measured in the Balanced Scorecard (BSC), financial perspective, customer perspective, internal business process perspective, growth and learning perspective. In practice, the Ministry of Finance there are four perspectives, stakeholder perspective, consumer perspective, internal business process perspective, learning and growth perspective. From these results it can be seen that after applying the balanced scorecard method of performance resulting higher performance compared to the prior application of the balanced scorecard method. So it can be concluded that the measurement of performance after the implementation of the balanced scorecard method compares favorably with the performance measurements before the application of balanced scorecard. With the balanced scorecard method of performance of the company's non-financial aspects can be measured and evaluation materials to help the organization achieve its intended purpose. Keywords : Performance Assessment, Balanced Scorecard

This study aims to see the extent to which red guava agribusiness performance in supporting business objectives, namely increasing income. The study was conducted on red guava farming in the District of Palang, Tuban Regency using the survey method. Sampling is done purposively, using balanced scorecard analysis to assess its performance. Data retrieval used to support analysis is data about income and sales (financial perspective), production costs and the number of products produced (customer perspective), how many sales innovations are carried out (internal business process perspective) and data on how many financial institutions are related in business development (learning perspective). The results of the study show that financial and customer perspectives have reached the achievement target, while the internal business process and learning perspective needs to be improved.

This study aims to determine the performance of Baiturrahman Sharia Cooperative based on the balanced scorecard method. This research is descriptive with the method of collecting data documentation, interviews, and questionnaires. The analysis used is the Balanced Scorecard analysis. The respondents in this study were 93 cooperative members and 14 cooperative employees. Based on the results of the study using the balanced scorecard, the financial perspective obtained values in each ratio, namely the current ratio of 25, Total Debt to Total Asset Ratio of 0, and Return On Asset of 25 which showed poor performance in the cooperative financial perspective. In the customer perspective, customer retention has increased by 24%, the level of customer acquisition has increased by 10%, as well as the level of customer satisfaction which has a score of 4.0 which shows good customer performance. In the perspective of internal business processes, the innovation process gets a score of 4.6, the operating process gets a score of 4.7, and good after-sales service shows the performance of a good internal business process perspective. In the perspective of learning and growth, employee productivity increases, the results of employee retention indicate that the company can hold employees accountable, and employee satisfaction which scores 4.6 which shows performance in the perspective of good cooperative learning and growth. Overall, the four perspectives show good categories except in a financial perspective.

PurposeThis study aims to see the influence of a balanced scorecard (BSC) to determine the performance of banks in Palestine. Among the institutions that influence the economy of any country is the banking sector. Despite the influence of this sector on the economic policies and implementation in Palestine, there appears to be the difficulty of the appropriate approach to measuring its performance. Various techniques have failed to be efficient and effective. It creates an impulse to investigate the impact of a BSC in estimating the performance of banks in Palestine.Design/methodology/approachThis study adopted a descriptive design of the ex-post facto type with a sample of 126 senior bank staff randomly selected from fourteen Palestinian banks. In total, 3 hypotheses were raised and tested using Pearson's product-moment correlation analysis and multiple linear regression analysis at 0.05 level of significance.FindingsThe result showed that bank performance positively correlated with internal business process perspective (r = 0.633, p < 0.01), followed by customers’ perspective (r = 0.338, p < 0.01), financial perspective (r = 0.321, p < 0.01) and learning and growth perspective (r = 0.230, p < 0.01). While regression analysis showed that the most potent factor was internal business process perspective (Beta = 0.670, t = 10.320, p < 0.01), followed by learning and growth perspective (Beta = 0.185, t = 2.812, p < 0.01) and customers’ perspective (Beta = 0.150, t = 2.469, p < 0.05) and financial perspective (Beta = 0.100, t = 2.200, p < 0.05). This implies that a unit increase in internal business process perspective, learning and growth perspective and customer's perspective will increase bank performance by 67%, 18.5%, 15% and 10%, respectively.Practical implicationsAmong others, it was recommended that employees be exposed to the BSC model and its principles through continuous train as to ensure adequate application and implementation for enhanced bank performance. Administrators and stakeholders should ensure that the properties of each dimension of the BSC model are adequately worked on for easy fulfillment of the potentials in the model. It creates an avenue for a full-fledge organization with a workable customer, financial, internal business process, learning and growth perspective.Originality/valueThis is an initial study that used a BSC to determine the performance of banks in Palestine. Prior researchers overlook BSC dimensions composite and relative effect on the prediction of bank performance in Palestine.

The purpose of this study is to design a Balanced Scorecard performance measurement that is integrated with Six Sigma methods in PT Jasuindo Tiga Perkasa, Tbk. Balanced Scorecard is a performance measurement method that includes the measurement of four perspectives; financial perspective and the other three non-financial perspectives (customer perspective, internal business processes perspective, and learning and growth perspective). This measurement method is integrated with DMAIC process (definition, measurement, analysis, improvement, control). Analysis technique is to identify the vision, mission, objectives, SWOT analysis and company strategy. Based on the measurement using key performance indicators of each perspective, the analysis is done in case of the decrease in performance, and focuses on finding control and solution to improve the performance. This study also measures the level of Six Sigma, where the company managed to achieve sigma level of 6.20, or 99.999869%. The re-sults obtained from the measurement are in accordance with the key performance indi-cators in which 1) there is an increase in financial perspective 2) there is a decrease in customer perspective, 3) there is an increase in internal business process perspective, and 4) there is a decrease in learning and growth perspective.

Balanced score card is one of the most popular company performance measurement methods applied in various organisations. This performance measurement sistem was begun with strategic goal determination from finance perpective, customer perspective, internal business process perspective, learning and growth perspective that was derivatived from vision, mision, and company strategy. Then it can be stated Key Performance Indicator (KPI) from each strategic goal. The objectives interrelated was shown at strategy map which needs evaluation with specific integrity technique. The approach that is usually used to find that integrity is AHP (Analytic Hierarchy Process) which pretend a independence link between the performance measurement elements. In fact, each perspective encounter dinamicaly interaction to reach performance. That is why in this research will be suggested the usage of MCDM (Multicriteria-Decision-Making) method Analytic Network Process (ANP) which accomodate perception that strategy perspective elemen that is become organisation has an interrelated effect to one another. The implementation of Performance Measurement System with Balanced Score card method in this industry is become studied got finance perspective can be stated two objectives and two KPI, for customer perspective stated four objectives and four key performance indicators, for internal business process perspective agreed seven objectives and nine key performance indicators. Perspective that is considered important is customer perspective (0.404). the second place is financial perspective (0.241), then internal business process perspective (0.227) and learning and growth perspective (0.128).

The balanced scorecard (BSC) is one of the concepts of a managerial performance measurement system that has a function and significance for companies carrying out strategic management by using four measurement perspectives in a systematic and integrated manner. This study uses the balanced scorecard, and management can identify, formulate, and create a value proposition that is balanced and proportionate among its stakeholders (stakeholders). This study aims to determine how the company's performance benchmarks and stakeholder value propositions use the balanced scorecard approach. The type and approach of this research are descriptive qualitative. The data analysis model is carried out in two ways: First, qualitatively, namely by describing according to language, sentences and perspectives to get a logical understanding and relevant to the research objectives. Second, using the balanced scorecard approach, namely data analysis made in numbers based on the balanced scorecard approach. This study explains how the general concept of the balanced scorecard, the four perspectives of measuring the balanced scorecard, the implementation of the balanced scorecard, and the balance of stakeholder value propositions. The results showed the measurement of the balanced scorecard at PT. "X" indicates that the company has a good set of benchmarks in implementing the balanced scorecard. The results also show that several balanced scorecard perspectives are proven to positively impact company performance in all views, including financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. This study is due to the company's ability to correctly identify, formulate and determine stakeholder value propositions through a balanced scorecard approach.

The balanced scorecard is a framework that organizations follow in aligning the organization strategy, communicate organization’s mission, prioritize projects, services and products as well as monitoring and measuring the advancement towards attaining the strategic objectives or targets. The overall organizational performance of Kenyatta National Hospital is still not up to standard even though it is anticipated to established high health-care standards offered to the public so that private and public hospitals can follow. Reports have revealed that cancer, heart, and kidney patients receive delayed treatment. In addition, the hospital is said to lack enough functional specialized medical equipment as well as inadequate financial support, industrial unrests, patients overcrowding, claims of medical negligence and poor service delivery. Therefore, it a major concern to the government and other stakeholders. Based on these challenges, Kenyatta National Hospital introduced a five-year strategic plan 2013 to 2018 centred on the Balanced Scorecard approach. It was within this context that the study sought to establish the influence of balanced scorecard perspectives on organizational performance of Kenyatta national hospital. The study was guided by the following specific objectives; to find out whether focus on customer perspective, financial perspective, internal business processes perspective, learning and growth perspective influence the performance of KNH Kenya. The study was also guided by Stakeholder theory, Resource based view theory and institutional theory. The study adopted a descriptive research design with quantitative techniques. The target population for the study were 80 management staff of KNH. The sample size for the study was calculated to be 67. The study used stratified random sampling procedure and simple random sampling to recruit a sample that represented the target population. Data was collected using a pre-tested structured questionnaire to capture participants insight on balanced scorecard perspectives and the overall organizational performance. Their responses on several items were scored and the scores were used in bivariate analysis and Multiple regression analysis. Descriptive statistics like measures of central tendency were used for continuous data while frequencies were used for categorical data. The data analysis was done using SPSS version 23. These results show that financial perspective and customer perspectives focus were statistically significant predictor of organizational performance at (p&lt;0.05) while internal business process and learning and growth were not statistically significant when regressed together. An R squared of 0.593 which implied that focusing on all of the balanced scorecard perspectives contributed up to 59.3% of organizational performance. The study concludes that focus on balanced scorecard perspectives have a positive influence on organizational performance. However, there are variation on the magnitude of influence among the perspective. Therefore, the balanced scorecard can be used as a strategic management tool in public facilities and not only as a measurement tool. The study recommends that KNH should continue using the balanced scorecard and other public hospitals or institutions should also adopt it. The continuous usage and new adoption of the balanced scorecard would ensure better organizational performance.

&lt;p&gt;&lt;em&gt;The purpose of this study is to determine and analyze: how much the company's business strategy has an influence on improving company performance and how big is the role of management accounting strategy in moderating the relationship between the company's business strategy and improving company performance. This research has its own peculiarities and is unique because it was carried out when the world situation was experiencing the corona pandemic, including Indonesia. Data were collected using quantitative techniques from primary data sources collected from questionnaires distributed to several restaurants, canteens and beverage outlets in the Jakarta and Bandung areas, especially in the food and beverage sector. Based on the test result using multiple linear regression, this study concludes that: (1) The customer perspective has a significant influence on the financial performance of MSMEs in Indonesia, (2) the Internal Business Process perspective has a significant influence on the financial performance of MSMEs in Indonesia, and ( 3) Learning and Growth Perspective has a significant influence on the financial performance of MSMEs in Indonesia.&lt;/em&gt;&lt;/p&gt;&lt;p&gt;&lt;strong&gt;&lt;em&gt;Keywords:&lt;/em&gt;&lt;/strong&gt;&lt;em&gt; customer perspective, internal business process perspective, learning and growth perspective, financial performance&lt;/em&gt;&lt;/p&gt;

This study aims to measure the financial and non-financial performance of the Tourism Cooperative (KOPARI) "Sapta Pesona" Banjarnegara Regency comprehensively using the balanced scorecard method. This balanced scorecard method helps measure and evaluate the performance of cooperatives from the perspectives of finance, members, internal business processes, and learning and growth. The research is a qualitative study with data collection techniques using questionnaires, observation, and document analysis. The results showed that the performance of the cooperative as measured from a financial perspective using the profitability ratio was in the good category, the poor category in the liquidity ratio, and the very good category in the solvency ratio. Meanwhile, based on the measurement of the customer perspective, internal business process perspective, and learning and growth perspective, KOPARI Sapta Pesona Banjarnegara Regency is included in the good category. Thus the performance of KOPARI Sapta Pesona Banjarnegara which is reviewed using a non-financial perspective is good, and the financial perspective still needs to be improved and paid attention to. Keywords: Balance Scorecard, Cooperative, Financial Perspective

Constructing performance appraisal indicators for mobility of the service industries using Fuzzy Delphi Method

Measurement of the Strategic Performance of Hospitality in the Kingdom of Saudi Arabia: a balanced scorecard Approach (BSC)

This study aims to determine the Performance of Coconut Flour Industry in Kelurahan Sarongsong Satu, Kecamatan Airmadidi, Minahasa Utara Regency reviewed from Balanced Scorecard is a financial perspective, customer perspective, internal business process perspective and learning and growth perspective. This research was conducted at PT. Royal Coconut located in Kelurahan Sarongsong Satu Kecamatan Airmadidi Minahasa Utara Regency. This research will be conducted for 3 months from preparation until preparation of report, that is from February until month Mey 2017. Sources of data taken in this research are primary data and secondary data. Primary data is data that comes from the observation (observation) and interview (interview) with the leadership and a number of company employees. Secondary data is data obtained in the form of reports from other information sourced from literature and other information related to this writing. The method of analysis used in this research is Balanced Scorecard method that is financial perspective, customer perspective, internal business process perspective and learning and growth perspective. This research found that performance of Coconut Flour Industry PT. Royal Coconut Kelurahan Sarongsong One District Airmadidi Minahasa Utara Regency reviewed from Balanced Scorecad that financial perspective can be measured well and perfect for getting a profit every month.

Human resources are employees or individuals who play an important role in the success of a company. Human resources scorecard is part of the Balanced Scorecard that can be used to measure HR performance. This study aims to analyze the measurement of human resource performance with the Balanced Scorecard method with the human resources scorecard approach at PT. ISM in Pontianak, West Kalimantan Province. The method used in this research is descriptive and cross sectional. The type of data used is primary data, which is obtained from questionnaires containing questions and written statements. The results of the study found that the measurement of human resource performance seen from indicators of work quality, responsibility for work, cooperation with colleagues, orientation to customers, employee initiative and motivation was classified as good. Measurement of HR performance using indicators from the balance scorecard with the human resources scorecard approach, namely learning and growth perspective, internal business process perspective, customer perspective and financial perspective were found in good category. The company's employees are not only qualified in their work, have initiative, are motivated, cooperate, and are customer-oriented in their work, they have also implemented the principles of measuring the balanced scorecard performance with the human resources scorecard approach properly.

&lt;p align="center"&gt;&lt;strong&gt;&lt;em&gt;ABSTRACT&lt;/em&gt;&lt;/strong&gt;&lt;strong&gt;&lt;em&gt;&lt;/em&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p align="center"&gt;&lt;strong&gt;&lt;em&gt; &lt;/em&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p class="NewStyle17" align="justify"&gt;&lt;em&gt;Micro Small Medium Enterprises (MSMEs) as an organization is required to have a good performance. Performance is becoming a world issue today. This happens as a consequence of the public demand for the need for excellent service or high quality service. Quality is inseparable from the standard, because performance is measured by standards. Through performance, it is expected to demonstrate its professional contribution significantly in improving the quality of service affecting general service to the organization in which it works, and the ultimate impact is on the quality of life and welfare of the community.&lt;/em&gt;&lt;em&gt; &lt;/em&gt;&lt;em&gt;In order for the performance of MSMEs is good then the measuring tool is needed to know how far the success rate performance of MSMEs itself. One tool to measure performance is to use a balance scorecard. Balance scorecard is a measure of company performance strategy integrated in 4 perspectives that is financial perspective, customer, internal process and learning and growth.&lt;/em&gt;&lt;em&gt; &lt;/em&gt;&lt;em&gt;Balance scorecard is a management system mechanism capable of translating organizational vision and strategy into real action in the field. Balance Scorecard is one of the management tools that has been proven to help many companies in implementing its business strategy. Balance Scorecard is expected to generate strategic decisions to improve the performance of MSMEs.&lt;/em&gt;&lt;em&gt; &lt;/em&gt;&lt;em&gt;Balance scorecard will measure in 4 perspectives, namely the financial perspective that is about Increased revenue and cost efficiency. In the customer perspective will be measured on increasing the number of customers and reduce the number of customer complaints. In an internal perspective the process will be analyzed on improving service process time and after-sales service efficiency. In the learning and growth perspective will be analyzed on improving employee skills and retaining employee retention.&lt;/em&gt;&lt;em&gt;&lt;/em&gt;&lt;/p&gt;&lt;p class="NewStyle17" align="justify"&gt;&lt;em&gt; &lt;/em&gt;&lt;/p&gt;&lt;p class="NewStyle17" align="justify"&gt;&lt;em&gt;Keywords : Micro Small Medium Enterprises (MSMEs), Balance Scorecard, Performance&lt;/em&gt;&lt;em&gt;&lt;/em&gt;&lt;/p&gt;