Journal of Supply Chain Management Systems

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Basic Factors for Developing Standard Scorecard for Performance and Efficiency Measurement for Organizations


Affiliations
1 New Delhi, India
     

   Subscribe/Renew Journal


This research study is framed for the purpose of developing suitable parameters for measuring the efficiency and performance of an organization. Efficiency depends on how much inputs are used i.e. effective utilization of resources through quality, process and managerial efficiency etc. to achieve the required output with customers satisfaction with a method i.e. proper controlling and monitoring system. Performance is measured by how much or what percent of target is achieved. To develop the parameters of efficiency & performance, best worldwide practices, available literatures, and research publications are reviewed and verified by various industry experts to understand their views on correct measuring tools and validate these parameters. These parameters would assist the organization to identify the improvement in the puny areas in the manufacturing & service sectors in process, operations, and supporting functions. There is a calculation procedures developed which would be different and it depends and differs from the manufacturing and services industries. The number of parameters for assessment also varies according to the process and operations of the organization like automobile, engineering, SMEs, educational institutes, hospitals, power distribution organization etc. For making the scorecard effective, the organization would develop specific team for data collection, assessment, and scorecard-based departmental strategy making.

Keywords

Balanced Scorecard, Factors of Scorecard, Efficiency, Effectiveness, Performance Management Group (PMG), Generic Strategy, System Dynamics, MIS, SPC, QC, Kaizen, 6S, TQM, FTA.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Chow, C. W., Ganulin, D., Haddad, K., & Williamson, J. (1998). The balanced scorecard: A potent tool for energizing and focusing healthcare organization management. Journal of Healthcare Management, 43(3), 63-80.

  • Chow-Chua, C., & Goh, M. (2002). Framework for evaluating performance and quality improvement in hospitals. Managing Service Quality, 12(1), 54-66.

  • Chow, C. W., Ganulin, D., Teknika, O., Haddad, K., & Williamson, J. (1998). The balanced scorecard: A potent tool for energizing and focusing healthcare organization management. Journal of Healthcare Management, 43(3), 263-280.

  • Curtright, J., Stolp-Smith, S., & Edell, E. (2000). Strategic performance management: Development of a performance measurement system at the Mayo Clinic. Journal of Healthcare Management, 45(1), 58-68.

  • Eccles, R. G. (1991). The performance measurement manifesto. Harvard Business Review, January-February, 131-137.

  • Edenius, M., & Hasselbladh, H. (2002). The balanced scorecard as an intellectual technology. Organization, 9(2), 249-273.

  • Fitzpatrick, M. A. (2002). Let’s bring balance to health care. Nursing Management, 33(3), 35-37.

  • Forgione, D. (1998). Health care financial and quality measures: International call for a “balanced scorecard” approach. Journal of Health Care Finance, 24(1), 55-58.

  • Forrester, J. W. (1961). Industrial Dynamics. Waltham, MA: Pegasus Communications. 464 pp.

  • Frigo, M., & Krumwiede, K. R. (1999). 1998 CMG Survey on Performance Management. Cost Management Update, 94, S1-4.

  • Gumbus, A., Lyons, B., & Bellhouse, D. E. (2002). Journey to destination 2005. Strategic Finance, 84(2), 46-50.

  • G. R. (2001). Creating a balanced scorecard for a hospital system. Journal of Health Care Finance, 27(3), 1-20.

  • Hermann, R. C., Regner, J. L., Erikson, P., & Yang, D. (2000). Developing a quality management system for behavioural health care: The Cambridge health alliance experience. Harvard Review of Psychiatry, 8(5), 251-260

  • Ho, S. K., Chan, Y. L., & Kidwell, R. (1999). The implementation of business process reengineering in American and Canadian hospitals. Healthcare Management Review, 24(2), 19-31.

  • Hoque, Z., & James, W. (2000). Linking balanced scorecard measures to size and market factors: Impact on organizational performance. Journal of Management Accounting Research, 12, 1-17.

  • Huang, S., Chang, W., Chen, P., Lee, H., & Yang, M. (2004). Using a balanced scorecard to improve the performance of an emergency department. Nursing Economics, 22(3), 140-146.

  • Inamdar, N., & Kaplan, R. S. (2002). Applying the Balanced Scorecard in Healthcare Provider Organisations. Journal of Healthcare Management, 47(3), 179-195.

  • Kaplan, R. S. & Norton, D. P. (1992). The balanced scorecard measures that drive performance. Harvard Business Review, January-February, 71-79

  • Kaplan, R. S. & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Boston: Harvard Business School Press.

  • Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: how balanced scorecard companies thrive in the new business environment. Boston: Harvard Business School Press.

  • Kaplan, R. S., & Norton, D. P. (2004). Strategy maps. Boston: Harvard Business School Press.

  • Kershaw, R., & Kershaw, S. (2001). Developing a balanced scorecard to implement strategy at St. Elsewhere Hospital. Management Accounting Quarterly, 2(2), 28-35.

  • McAdam, R., & Baillie, B. (2002). Business performance measures and alignment impact on strategy: The role of business improvement models. International Journal of Operations & Production Management, 22(9), 972-996.

  • Malcolm & Me (n.d.). How to Use the Baldrige Process to Improve Your School by Richard E Maurer, Sandra Cokeley Pedersen

  • Malcolm Baldrige National Quality Award by Maureen S Heaphy, Gregory Gruska

  • Porter ́s. (1980). Generic Strategies, Performance and Risk: An Empirical Investigation with German Data.

  • Efficiency in Health Care: Prepared by Academy Health; Co-sponsored by the Agency for Healthcare Research and Quality and the Employer Health Care Alliance Cooperative (The Alliance)

  • Efficiency in Banking: Theory, Practice, and Evidence: Joseph P. Hughes: Rutgers University and Loretta J. Mester: Federal Reserve Bank of Philadelphia and The Wharton School, University of Pennsylvania; January 2008: Prepared for the Oxford Handbook of Banking

  • Frontier Efficiency Methodologies to Measure Performance in the Insurance Industry: Overview, systematization, and recent developments, Martin Eling, Michael Luhnen, a: Institute of Insurance Science, Ulm University, Helmholtzstra 22, 89069 Ulm, Germany, b: Institute of Insurance Economics, University of St.

  • Gallen, Kirchlistrasse 2, 9010 St. Gallen, Switzerland Identifying, Categorizing, and Evaluating Health Care Efficiency Measures Prepared for: Agency for Healthcare Research and Quality, U.S. Department of Health and Human Services, 540 Gaither Road, Rockville, MD 20850

  • Measuring the Efficiency of Service Delivery Processes: With Application to Retail Banking: By Frances X.

  • Frei & Patrick T. Harker

  • Measuring Efficiency in the Community College Sector: Clive R. Belfield. Queens College, The City University of New York: April 2012

  • Managing and Measuring for Value: The Case of Call Centre Performance


Abstract Views: 218

PDF Views: 0




  • Basic Factors for Developing Standard Scorecard for Performance and Efficiency Measurement for Organizations

Abstract Views: 218  |  PDF Views: 0

Authors

Dilip Kumar Gayen
New Delhi, India

Abstract


This research study is framed for the purpose of developing suitable parameters for measuring the efficiency and performance of an organization. Efficiency depends on how much inputs are used i.e. effective utilization of resources through quality, process and managerial efficiency etc. to achieve the required output with customers satisfaction with a method i.e. proper controlling and monitoring system. Performance is measured by how much or what percent of target is achieved. To develop the parameters of efficiency & performance, best worldwide practices, available literatures, and research publications are reviewed and verified by various industry experts to understand their views on correct measuring tools and validate these parameters. These parameters would assist the organization to identify the improvement in the puny areas in the manufacturing & service sectors in process, operations, and supporting functions. There is a calculation procedures developed which would be different and it depends and differs from the manufacturing and services industries. The number of parameters for assessment also varies according to the process and operations of the organization like automobile, engineering, SMEs, educational institutes, hospitals, power distribution organization etc. For making the scorecard effective, the organization would develop specific team for data collection, assessment, and scorecard-based departmental strategy making.

Keywords


Balanced Scorecard, Factors of Scorecard, Efficiency, Effectiveness, Performance Management Group (PMG), Generic Strategy, System Dynamics, MIS, SPC, QC, Kaizen, 6S, TQM, FTA.

References