USING E-BALANCED SCORECARD IN MANAGING THE PERFORMANCE AND EXCELLENCE OF ACADEMICIANS

The corporate performance and measurement discipline is dynamically changing. Organizations will increasingly identify sets of performance issues and build tracking mechanisms to monitor how the enterprise is doing. As a practice, performance measurement and management requires objectivity and careful planning in order to see its successful, continuous implementation. University Malaya is currently looking at the balanced scorecard (BSC) as the performance measurement and management tool in assessing the whole spectrum of what defines an excellent organization. This study specifically researches the use of an electronic BSC system (e-BSC) in measuring the performance and excellence of academicians in University Malaya from the perspectives of Financial, Customer, Internal Business Process (IBP) and Learning and Growth (L&G). To substantiate this research work, a survey and several interviews were conducted. Graphs are presented to depict the user requirements of the development of the e-BSC System. Furthermore, based on the obtained information too, the performance measurement framework is proposed. The advantage of adopting an automated balanced scorecard to manage the performance of academicians is that it sanctions excellence and provides a platform for better organization-wide alignment of strategies. The demand for a better performance measurement system has thus far been proven through the findings obtained

The balanced scorecard logic in the management control and reporting of small business company networks: a case study

The purpose of this paper is to assess and integrate the application of the balance scorecard (BSC) logic into business networks identifying functions and use that such performance measuring tool may undertake for SME’s collaborative development. Thus, the paper analyses a successful case study regarding an Italian network of small companies, evaluating how the multidimensional perspective of BSC can support strategic and operational network management as well as communication of financial and extra financial performance to stakeholders. The study consists of a qualitative method, proposing the application of BSC model for business networks from international literature. Several meetings and interviews as well as triangulation with primary and secondary documents have been conducted. The case study allows to recognize how BSC network logic can play a fundamental role on defining network mission, supporting management control as well as measuring and reporting the intangible assets formation along the network development lifecycle. This is the first time application of a BSC integrated framework for business networks composed of SMEs. The case study demonstrates operational value of BSC for SME’s collaborative development and success

The educational scorecard: The Start of our Journey

Against a backdrop of public sector cuts, increasing university fees and high youth unemployment, we are facing challenges in Higher Education to demonstrate the value of our courses. Assessing the value of learning, however, is not straight forward. This paper reports on a study of evaluation processes on a post-graduate, professionally accredited diploma delivered at a selection of post 1992 universities. The driver for the study was a concern that current evaluation processes do not fully demonstrate the value of the course nor take into account the needs of multiple stakeholders. The project included benchmarking University evaluation processes and conducting a dialogue with stakeholders. The study adopted a qualitative management research approach, involving: a review of current practice, comparison with a sample of equivalent courses, and consultation (in the form of focus groups and semi-structured interviews) with a sample of students and employers. The paper discusses findings and proposes recommendations for future evaluation procedures in the design of an ‘educational scorecard’ for the course. Kaplan and Norton’s ‘balanced scorecard (1996) concept was adapted to provide a mechanism to represent and balance the needs of different stakeholder groups in the education process. We argue that we cannot truly assess accountability and comparability without engaging a range of stakeholders, not only in soliciting their views on the outcome of the learning but also in the design and implementation of evaluation processes. The ‘educational scorecard’ presented in this paper is developed specifically for the post-graduate diploma in Human Resource Management (PDHRM) at Leeds Metropolitan University and the report concludes with some initial reflections on the benefits of adopting the scorecard methodology The proposed model is flexible and may be adapted for other HE institutions and courses

Conceptual Foundations of the Balanced Scorecard

David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the world, we extended and broadened the concept into a management tool for describing, communicating and implementing strategy. This paper describes the roots and motivation for the original Balanced Scorecard article as well as the subsequent innovations that connected it to a larger management literature.

Rethinking utility analysis: a strategic focus

Utility analysis is a technique which allows for the estimation of the financial impact of human resource (HR) interventions. While utility analysis methods have been available for decades, their application is still not widespread. Some argue that this is because managers do not understand the techniques and suggest that allowing managers to participate in the analysis would increase understanding and, as a results, use and acceptance of utility analysis. The current work posits that translating the value of HR interventions into financial terms may not be necessary. It may be more useful to determine the direct impact of HR programs on employee behaviors and attitudes. The impact of these changes on the bottom line may then be determined. Building upon the recently proposed multi-attribute utility analysis and the strategic perspective offered by the Balanced Scorecard, this paper presents a strategic utility analysis method. Strategic utility analysis requires that multiple outcomes, not only financial, be considered in order to determine the utility of a given HR intervention. It further stipulates that these outcomes should come directly from the company's business strategy. The strategy should imply certain organizational capabilities and strategic utility analysis should measure the contribution of HR interventions towards building these specific capabilities

Effects of storage temperature and storage duration of biodiesel properties, visual appearances and emision

Biofuels based on vegetable oils offer the advantage being a sustainable and environmentally attractive alternative to conventional petroleum based fuel. Biodiesel is produced from any fat or oil such as soybean oil, through a refinery process called transesterification. The key issue in using vegetable oil-based fuels is oxidation stability, stoichiometric point, bio-fuel composition, antioxidants on the degradation and much oxygen with comparing to diesel gas oil. Biodiesel can be used as a pure fuel or blended with petroleum in any percentage but the standard storage and handling procedures used for biodiesel are the main issue due to the biodiesel fuel specifications. In the quest for fulfill the industry specifications standard; the fuel should be stored in a clean, dry and dark environment. In this research, three different storage temperature were study which are; low (0 – 5 °C), ambient (25 – 29 °C), and high (40 – 50 °C). The key parameters that are required to store biodiesel are discussed, and the recent research advances are noted. Five types of biodiesel after storage all the samples for 2016 hours were tested plus with two product of combustion. Images analysis for combustion process was used to image appearances analysis. Under 2016 hours of storage duration, the effect of degradation was happen although the effect is not significance because the changes are still in acceptable ranges

The ecological system of innovation: A new architectural framework for a functional evidence-based platform for science and innovation policy

Models on innovation, for the most part, do not include a comprehensive and end-to-end view. Most innovation policy attention seems to be focused on the capacity to innovate and on input factors such as R&D investment, scientific institutions, human resources and capital. Such inputs frequently serve as proxies for innovativeness and are correlated with intermediate outputs such as patent counts and outcomes such as GDP per capita. While this kind of analysis is generally indicative of innovative behaviour, it is less useful in terms of discriminating causality and what drives successful strategy or public policy interventions. This situation has led to the developing of new frameworks for the innovation system led by National Science and Technology Policy Centres across the globe. These new models of innovation are variously referred to as the National Innovation Ecosystem. There is, however, a fundamental question that needs to be answered: what elements should an innovation policy include, and how should such policies be implemented? This paper attempts to answer this question.Innovation; Delphi Method; Balanced Scorecard; Quadruple Helix Theory; Analytic Hierarchy Process; Ecological System of Innovation, Framework, Systems Dynamics

Strategic I/O Psychology and the Role of Utility Analysis Models

In the 1990’s, the significance of human capital in organizations has been increasing,and measurement issues in human resource management have achieved significant prominence. Yet, I/O psychology research on utility analysis and measurement has actually declined. In this chapter we propose a decision-based framework to review developments in utility analysis research since 1991, and show that through lens of this framework there are many fertile avenues for research. We then show that both I/O psychology and strategic HRM research and practice can be enhanced by greater collaboration and integration, particularly regarding the link between human capital and organizational success. We present an integrative framework as the basis for that integration, and illustrate its implications for future research

An integrated approach for TQM implementation in SMEs

This paper tackles the broad issue of TQM implementation in SMEs. It includes a review of two models aimed at improving organisational performance, the EFQM Excellence Model and the Balanced Scorecard, which have been widely used in large organisations. Both models are examined as to their suitability and applicability to small and medium sized enterprises. The findings indicate that SMEs can benefit from the adoption of an integrated approach that combines both models if some critical factors are considered in the implementation process. A theoretical framework is proposed, which considers such integration and leads to a gradual implementation of TQM principles and methods in SMEs.TQM; quality; SME; organisational performance