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Journal articles on the topic 'Balanced Score Card'

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Published: 4 June 2021
Last updated: 25 May 2024

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1

Töpfer, Armin, Gerhard Lindstädt, and Kati Förster. "Balanced Score Card." Controlling 14, no. 2 (2002): 79–84. http://dx.doi.org/10.15358/0935-0381-2002-2-79.

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2

Gaytán Cortés, Juan. "Análisis financiero bajo Balanced Score Card." Mercados y Negocios, no. 31 (February 3, 2016): 115–26. http://dx.doi.org/10.32870/myn.v0i31.4300.

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3

Bidayati, Utik. "Tinjuan Konseptual Aplikasi Balance Score Card Pada Perusahaan UMKM." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 1, no. 1 (December 1, 2017): 44–49. http://dx.doi.org/10.31842/jurnal-inobis.v1i1.16.

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Keselarasan tujuan organisasi dan individu dalam organisasi sangat penting untuk dapat meningkatkan kinerja organisasi. Pengukuran kinerja dalam strategi organisasi dapat dilakukan dengan berbagai cara, diantaranya dengan menggunakan Balance Score Card. Balanced Scorecard merupakan salah satu ukuran kinerja alternatif yang bertujuan untuk menggabungkan ukuran kinerja keuangan dan non keuangan. Diinspirasi oleh Kaplan dan Norton, konsep ini dikembangkan dalam empat perspektif yaitu keuangan, pelanggan, proses internal serta pembelajaran dan pertumbuhan. Tulisan ini membahas bagaiman melakukan penilaian kinerja dengan menggunakan balanced scorecard. Keywords: Penilaian kinerja; balanced scorecard; sistem manajemen strategi
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4

D. Sasikala, D. Sasikala, and Dr M. Anbalagan Dr. M. Anbalagan. "Impact of Brand value Balanced Scorecard – Brand Score card." Indian Journal of Applied Research 3, no. 5 (October 1, 2011): 50–52. http://dx.doi.org/10.15373/2249555x/may2013/131.

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5

Mubarok, Ade Ahmad, Wiwi Uswatiyah, Iim Wasiman, and Uyun Supyan. "Balanced Score Card (BSC) dan Kembalian Pendidikan." Reslaj : Religion Education Social Laa Roiba Journal 4, no. 1 (July 2, 2021): 98–117. http://dx.doi.org/10.47467/reslaj.v4i1.420.

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This study aims to analyze the balanced score card model in realizing quality schools, starting from strategies, implementation roadmaps, to measuring the success of quality schools. The research method used is an exploratory study to formulate the BSC concept in high school quality management. As a result, the strategy to improve the quality of education in high school starts from the formulation of the school's vision and mission, analysis of the internal and external environment with a SWOT analysis approach and BSC-based which produces information strengths, weaknesses, opportunities, and threats for high school. SMA targets and strategies are implemented properly so that the high school targets are in accordance with the vision and mission and the established strategies have been implemented properly according to the needs of the community. To ensure sustainable quality, the formulation of strategic management needs to be adapted to the dynamics of the development of the internal and external environment of the school concerned..
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Mubarok, Ade Ahmad, Wiwi Uswatiyah, Iim Wasiman, and Uyun Supyan. "Balanced Score Card (BSC) dan Kembalian Pendidikan." Reslaj : Religion Education Social Laa Roiba Journal 3, no. 3 (July 2, 2021): 378–87. http://dx.doi.org/10.47467/reslaj.v3i3.420.

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This study aims to analyze the balanced score card model in realizing quality schools, starting from strategies, implementation roadmaps, to measuring the success of quality schools. The research method used is an exploratory study to formulate the BSC concept in high school quality management. As a result, the strategy to improve the quality of education in high school starts from the formulation of the school's vision and mission, analysis of the internal and external environment with a SWOT analysis approach and BSC-based which produces information strengths, weaknesses, opportunities, and threats for high school. SMA targets and strategies are implemented properly so that the high school targets are in accordance with the vision and mission and the established strategies have been implemented properly according to the needs of the community. To ensure sustainable quality, the formulation of strategic management needs to be adapted to the dynamics of the development of the internal and external environment of the school concerned..
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7

Arora, Ravi. "Implementing KM – a balanced score card approach." Journal of Knowledge Management 6, no. 3 (August 2002): 240–49. http://dx.doi.org/10.1108/13673270210434340.

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8

Brunner, Jürgen. "Die Balanced Score Card in der Pädiatrie." Pädiatrie & Pädologie 45, no. 6 (December 2010): 28–32. http://dx.doi.org/10.1007/s00608-010-0258-2.

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9

Nabilah, Nisrina. "IMPLEMENTASI BALANCE SCORE CARD PERSPEKTIF PENJAMINAN MUTU PENDIDIKAN ISLAM." Evaluasi: Jurnal Manajemen Pendidikan Islam 6, no. 2 (September 30, 2022): 363. http://dx.doi.org/10.32478/evaluasi.v6i2.1042.

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Abstract The orientation of this article is to investigate and examine more deeply the meaning of the balance score card, aspects of the balance score card and its implementation in the perspective of quality assurance of Islamic education. In this paper, the author tries to analyze more deeply and systematically in implementing new management strategies that can encourage quality improvement in institutions by using a balanced score card approach based on Islamic principles. The type of research in this article uses a library research approach in which data collection techniques are obtained from various primary references and secondary data which are then reduced and keyed. Research results: (1). Application of Balance Score Card in Islamic Education Quality that is balanced both financially (profit) and non-financially (non-profit), (2). Standardization of Performance Measures from the Perspective of the Balance Score Card (in terms of finance, customers, internal business processes and learning and growth). With a comprehensive performance measurement that does not only measure financial but combines financial and non-financial measures, educational institutions can carry out better organizational performance. Keywords: Balance Score Card; Quality Assurance; Islamic Education. Abstrak Orientasi artikel ini untuk menyelisik dan menelaah lebih dalam makna balance score card, aspek balance score card dan implementasinya dalam perspektif penjaminan mutu Pendidikan Islam. Dalam tulisan ini penulis mencoba menganalisis lebih dalam serta sistematis dalam menerapkan strategi manajemen baru yang dapat mendorong peningkatan mutu di lembaga dengan menggunakan pendekatan balance score card disandari dengan prinsip-prinsip Islam. Jenis penelitian dalam artikel ini menggunakan pendekatan Library research yang mana teknik pengumpumlan data diperoleh dari pelbagai referensi primer dan sekunder yang kemudian data direduksi dan disimpulkan. Hasil penelitian: (1). Penerapan Balance Score Card dalam Mutu Pendidikan Islam yang secara seimbang baik secara financial (profit) dan non-financial (non-profit), (2). Standarisasi Ukuran Keberhasilan Kinerja Perspektif Balance Score Card (dalam aspek keuangan, pelanggan, proses bisnis internal dan pembelajaran dan pertumbuhan). Dengan pengukuran kinerja yang komprehensif tidak hanya mengukur keuangan tetapi menggabungkan ukuran keuangan dan non-keuangan, lembaga pendidikan dapat menjalankan kinerja organisasi yang lebih baik. Kata Kunci: Balance Score Card; Penjaminan Mutu; Pendidikan Islam.
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10

Alipok, Armansyah, Nilawaty Yusuf, and Siti Pratiwi Husain. "Analisis Penilaian Kinerja Menggunakan Balance Score Card." Jambura Accounting Review 2, no. 2 (August 21, 2021): 110–22. http://dx.doi.org/10.37905/jar.v2i2.37.

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The research objective was to analyze the performance of drinking water depot in Gorontalo City by using a Balanced scorecard. The data were collected by using a quesionnaire. The data analysis applied descriptive analysis, which referred to the balanced scorecard indikator. The samples were 21 drinking water depots in Gorontalo city. The finding of research showed that the score in the balanced scorecard for the performance of drinking water depot in Gorontalo city was 81,39% which was in “minimum target” criteria, which meant the performance remained not in accordance with the expectation whether in the aspect of finansial or non finansial. The low finansial performance was the factor for the closing of lots of drinking water depot in Gorontalo city due to encountering problems in finansial and operational.
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11

Hidayat, Rachmad. "PERSPEKTIF BALANCED SCORE-CARD DALAM PENGUKURAN PRODUKTIVITAS ORGANISASI." EKUITAS (Jurnal Ekonomi dan Keuangan) 12, no. 2 (February 1, 2017): 177. http://dx.doi.org/10.24034/j25485024.y2008.v12.i2.2073.

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Balanced Scorecard system may affect the company’s productivity in the forms of financial perspective, internal business process perspective, and learning as well as growth perspective. A manager shall consider its benefits before implementic the system to the company.This research uses quantitative data obtained from accounting and producting staffs. Data are analyzd by using statistical experiment as the analysis tool to test the hypothesi using F test to find out the correlation of research variable simultaneously, and t-test to find out the relationship of multiple linear regression of equality partialy. And the result is that there is correlation between company’s productivity and perspectives in Balanced Scorecard. The dominant effect toward the company’s productivity is learning and growth perspective and internal business process perspective.
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12

Hidayat, Rachmad. "PERSPEKTIF BALANCED SCORE-CARD DALAM PENGUKURAN PRODUKTIVITAS ORGANISASI." EKUITAS (Jurnal Ekonomi dan Keuangan) 12, no. 2 (September 17, 2018): 177–201. http://dx.doi.org/10.24034/j25485024.y2008.v12.i2.302.

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Balanced Scorecard system may affect the company’s productivity in the forms of financial perspective, internal business process perspective, and learning as well as growth perspective. A manager shall consider its benefits before implementic the system to the company. This research uses quantitative data obtained from accounting and producting staffs. Data are analyzd by using statistical experiment as the analysis tool to test the hypothesi using F test to find out the correlation of research variable simultaneously, and t-test to find out the relationship of multiple linear regression of equality partialy. And the result is that there is correlation between company’s productivity and perspectives in Balanced Scorecard. The dominant effect toward the company’s productivity is learning and growth perspective and internal business process perspective.
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13

Furst, P. G. "Safety strategies and the balanced score card technique." Injury Prevention 16, Supplement 1 (September 1, 2010): A15—A16. http://dx.doi.org/10.1136/ip.2010.029215.55.

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14

Wargadinata, Betty, and M. Dana Prihadi. "Evaluasi kinerja perusahaan daerah kebersihan menggunakan balanced score card." Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan 5, no. 1 (August 25, 2022): 281–88. http://dx.doi.org/10.32670/fairvalue.v5i1.2264.

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In the current era of globalization, every business entity, including PD Hygiene, needs to be managed professionally. For this reason, improving organizational performance, alignment of organizational goals and individual goals is very important. For this reason, a comprehensive performance appraisal system is needed. The Balanced Scorecard is an alternative performance measurement that combines financial and non-financial performance measures. This measurement is the result of a process based on the mission and strategy of a company. This study aims to determine how the performance of PD Hygiene, using the Balanced Scorecard concept, by measuring four aspects, namely financial perspective, customer perspective, internal business process perspective, learning and growth perspective. From the research results, it is known that the learning and growth perspective shows that employee productivity is still low, the percentage of skilled employee training every year is still low. This triggers the level of employee satisfaction is still not satisfied. Internal business perspective, the level of service has not satisfied customers.
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15

Mary Metilda, J., and Meena Srinivasan. "Balanced Score Card and its Relevance in Health Care." Adarsh Journal of Management Research 2, no. 1 (March 1, 2009): 61. http://dx.doi.org/10.21095/ajmr/2009/v2/i1/88345.

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16

Harsela, Yunia, Erlinda Yurisinthae, and Maswadi Maswadi. "Pemanfaatan Balanced Score Card untuk Penilaian Kinerja Koperasi Pertanian." Daun: Jurnal Ilmiah Pertanian dan Kehutanan 9, no. 2 (December 27, 2022): 76–94. http://dx.doi.org/10.33084/daun.v9i2.3966.

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This study aims to analyze the performance of the Makarti Mukti Tama Agricultural Cooperative in Kubu Raya Regency, West Kalimantan Province. Makarti Mukti Tama Agricultural Cooperative is the only Agricultural Cooperative still active in holding year-end meetings and assisting farmers in Rasau Jaya 1 Village in providing subsidized fertilizers. The type of research used is descriptive research using purposive methods with qualitative and quantitative approaches. The data used are primary and secondary data with interview data collection methods, questionnaires and, document recording. The population in this study was the Makarti Mukti Tama Agricultural Cooperative with a sample of 41 (Forty-one) customers and members, 3 (Three) administrators and agricultural extension workers in Rasau Jaya Village, the Office of Cooperatives, Micro Enterprises, Trade and Industry, and expert academics as key informants. Data processing using Microsoft Office Excel 2019 software with Balanced Scorecard analysis focuses on four business perspectives, customers, finance, internal processes and growth, and Makarti Mukti Tama Agricultural Cooperative learning. The results showed that Makarti Mukti Tama's Agricultural Cooperative performance in four perspectives from 2017 to 2019 was in an unhealthy condition. Performance achievement increased from the customer and financial perspective, stable from the growth and learning perspective, and decreased from the internal business process perspective. Interested parties can use the performance results to make decisions and related development and related units in the cooperative environment and support the development of cooperatives in competing with other businesses.
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17

Htay. "BALANCED SCORE CARD APPROACH FOR BETTER SHARI’AH CORPORATE GOVERNANCE." American Journal of Applied Sciences 10, no. 12 (December 1, 2013): 1553–57. http://dx.doi.org/10.3844/ajassp.2013.1553.1557.

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18

Crespo Dualde, Andrés. "Using the balanced score card to improve tennis club management." ITF Coaching & Sport Science Review 30, no. 87 (September 6, 2022): 34–41. http://dx.doi.org/10.52383/itfcoaching.v30i87.343.

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Clubs and local tennisfacilities are the main providers of grass roots programmes which is a key element to facilitate both elite and participation pathways at different levels of the game. To provide the services required by their stakeholders, tennis clubs have gradually evolved in the delivery of their operations to conform with the standards and procedures implemented by other industries. The control of the operations of these organisations is a crucial aspect of their strategic plan. One of the tools that can be used to perform this control, which incorporates both financial and non-financial perspectives, is the Balanced Scorecard (BSC). This article reflects on the relevance of this instrument in the tennis context and proposes a practical example on how clubs and local facilities can adopt it for the implementation of their strategy.
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Qadri, Resi Ariyasa, and Rifqie Jauhari. "DESAIN KERANGKA KONSEPTUAL BALANCED SCORE CARD PADA LEMBAGA RISET PEMERINTAH." Jurnal Pajak dan Keuangan Negara (PKN) 1, no. 2 (March 27, 2020): 19–37. http://dx.doi.org/10.31092/jpkn.v1i2.786.

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This research aims to formulate a conceptual model of balanced scorecard for public sector organization, especially for the Indonesian Institute of Sciences, based on international best practices. Key success factors for implementating the model and the challenges are the other objectices of this research. It employed explanatory case study research as methodology to achieve the research objectives. 2 main protocols for collecting empirical evidences, namely document analysis and archival records study, were carried out for later scrutiny using explanation building techniques and analytic generalization as method of analysis. The results of this research not only display, but also define what a balanced scorecard model for public sector organization should be looked like as the model aligns with organizational characteristics and strategic plan. In order to achieving a successful implementation, continuous improvement should be applied to the model. No less important is to obtain top management support to boost the full implementation of the model so that it will improve LIPI’s performance as well as its goals achievement.Penelitian ini dilakukan untuk merumuskan model konseptual balanced scorecard bagi organisasi sektor publik, dalam hal ini Lembaga Ilmu Pengetahuan Indonesia, berdasarkan praktik terbaik di dunia internasional, serta apa saja faktor yang menjadi kunci sukses implementasi model tersebut dan apa saja tantangan implementasinya. Metodologi riset studi kasus eksplanatori digunakan untuk untuk mencapai tujuan penelitian tersebut. 2 protokol utama untuk pengumpulan bukti empiris, analisis artikel seminal dan studi dokumen internal, dijalankan untuk kemudian dielaborasi dengan menggunakan teknik explanation building dan analytic generalization. Hasil penelitian ini tidak hanya menyuguhkan, bahkan juga mendefinisikan seperti apa bentuk model konseptual balanced scorecard yang selaras dengan karakteristik organisasi dan sasaran strategis yang hendak dicapai dalam 5 tahun terakhir. Pengembangan yang berkelanjutan terhadap model konseptual tersebut agar sesuai dengan perkembangan organisasi adalah syarat utama keberhasilan implementasi model tersebut di LIPI. Yang tidak kalah pentingnya adalah memperoleh dukungan manajemen puncak untuk menerapkan model tersebut demi memperbaiki kinerja dan arah tujuan organisasi.
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Hadijaya, Yusuf, Inom Nasution, and Suhairi Suhairi. "Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges." Jurnal Pendidikan Islam 7, no. 2 (January 18, 2019): 281–301. http://dx.doi.org/10.14421/jpi.2018.72.281-301.

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Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja
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21

Potekhi, Igor. "Balanced score card for cluster of building materials scrap recycling in Voronezh." MATEC Web of Conferences 170 (2018): 04011. http://dx.doi.org/10.1051/matecconf/201817004011.

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In this article is described an effort to develop a new system of management and economy of building materials scrap recycling cluster. For this task is used conception “Management by Objective” by American legend Peter Drucker. Thus cluster participants have divergent purposes, but have common purpose, the present conception match the most for develop business strategy of uniting companies in this cluster. As result, it was developed a “Balanced Scorecard” for the cluster. This “Balanced Scorecard” take into account technological features of companies in cluster and developed common purpose system. In base of system structure of indicators there is exist model of cluster. This model can show capacity, output flows and throughput capacity of participants. During develop a system of cluster’s purposes it were learned priorities balance of economy efficiency and natural resource management. There are shown calculation of costs of reuse building recycled materials, located on solid waste landfill. Developed strategic system of purpose of cluster activity allows to get economical benefit all participants and for citizens to save environment from nature disaster.
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22

Ilyas, Giri Pratama, and Iman Harymawan. "PERANCANGAN KARTU SKOR BERIMBANG (BALANCED SCORE CARD) PADA PERUSAHAAN SURAT KABAR." Berkala Akuntansi dan Keuangan Indonesia 3, no. 1 (March 31, 2018): 35. http://dx.doi.org/10.20473/baki.v3i1.7266.

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Tujuan dari penelitian ini yaitu untuk menunjukkan rancangan Balanced Scorecard pada perusahaan surat kabar harian terbesar di wilayah timur Indonesia dan memaparkan hubungan sebab akibat sasaran strategi pada Strategy Map untuk meraih visi dan misi perusahaan. Penelitian ini menggunakan pendekatan kualitatif studi kasus. Data diperoleh dengan wawancara semi terstruktur dari beberapa informan yang terkait dengan penyusunan sasaran strategi pada perusahaan surat kabar harian. Penyusunan sasaran strategi dan Key Performance Indicators (KPI) diidentifikasi melalui penjabaran visi dan misi yang dimiliki PT.XYZ. Setelah itu, sasaran strategi dan KPI yang teridentifikasi didefinisikan ke dalam Balanced Scorecard. Penulis menggunakan perusahaan surat kabar harian XYZ karena PT.XYZ tidak memiliki kerangka yang mengaitkan antara sasaran strategi dan KPI yang sesuai dengan visi dan misi PT.XYZ. Hasil dari penelitian ini menunjukkan bahwa perancangan balanced scorecard pada PT.XYZ menghasilkan 14 sasaran strategi dan 26 KPI. Perspektif pertumbuhan dan pembelajaran memiliki 3 sasaran strategi dan 7 KPI. Perspektif proses bisnis internal memiliki 6 sasaran strategi dan 11 KPI. Perspektif pelanggan memiliki 2 sasaran strategi dan 4 KPI. Perspektif keuangan memiliki 3 sasaran strategi dan 4 KPI. Penetapan sasaran strategi dan KPI pada perspektif dalam Balanced Scorecard telah sesuai dan sejalan dengan visi dan misi perusahaan. Alur hubungan sebab akibat sasaran strategi hingga ke visi dan misi perusahaan tertuang pada Strategy Map.
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23

Lutfiati, Anis. "APLIKASI SCORE CARD UNTUK PENILAIAN KINERJA PENGELOLAAN SUNGAI." Kinerja 1, no. 02 (September 2, 2019): 38–51. http://dx.doi.org/10.34005/kinerja.v2i01.479.

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Evaluation activity should basically clear and provide context for the improvement ofmanagement processes for the better future . This should be realized by every management withinthe company wherever located . Clarity measurement tools will help achieve the objectives of thecompany later . One of the measuring instruments are applied is BSC (Balance Score Card ).BSC Assist management to evaluate and help correct the exact performance of the company.At first , the BSC is used to improve executive performance measurement system. Early use of theexecutive's performance is measured only in terms of finances. Then developed into a morespacious with four perspectives, which are then used to measure the performance of theorganization as a whole . The four perspectives, namely financial, customer, internal businessprocesses and learning and growth .In the development of the BSC has helped many companies to successfully achieve its goals. BSChas several advantages that are not owned traditional systems management strategy. Theadvantages of the BSC approach in the strategic planning system is able to produce a strategicplan, which has the characteristics : a comprehensive, coherent, balanced and measured .Basin , is an area that needs attention . Governments and communities must work together toachieve clean rivers, healthy, and productive and provide sustainable benefits to the surroundingcommunity. If the indicators are assessed in the score card is identical to the indicators used inthe monitoring and evaluation of the basin, the score card is also a tool for monitoring andevaluation of the river basin
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Meylina Hima Fauziati and Agus Wahju Yudiarso. "Pendekatan Balance Score Card dalam Menciptakan Keunggulan Bersaing Perguruan Tinggi Islam." J-KIs: Jurnal Komunikasi Islam 3, no. 1 (July 5, 2022): 59–78. http://dx.doi.org/10.53429/j-kis.v3i1.428.

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Menciptakan keunggulan bersaing perguruan adalah penting dalam persaingan antar perguruan tinggi Islam.. Diinspirasi oleh Kaplan dan Norton, konsep ini dikembangkan dalam empat perspektif yaitu keuangan, pelanggan, proses internal serta pembelajaran dan pertumbuhan. Tulisan ini membahas bagaimana balanced scorecard menciptakankeunggulan bersaing pada perguruan tinggi dan mengimplementasikan balanced scorecard pada organisasi perguruan tinggi. Pembahasan keunggulan bersaing meluputi: a) perspektif finansial yaitu kemampuan untuk mendapatkan dana dan efisiensi biaya, b) perspektif pelanggan yaitu kepuasan mahasiswa sebagai konsumen, c) perspektif proses internal, d) perspektif pembelajaran & pertumbuhan meningkatkan profesionalisme sumber daya manusia, meningkatkan kualitas dan fasilitas infrastruktur.
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Brander Brown, Jackie, and Brenda McDonnell. "The balanced score‐card: short‐term guest or long‐term resident?" International Journal of Contemporary Hospitality Management 7, no. 2/3 (April 1995): 7–11. http://dx.doi.org/10.1108/09596119510146751.

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Almazán Morales, Javier Lucio, Adrián Méndez Salvatorio, and Hyun Sook Lee Kim. "BALANCED SCORE CARD (BSC). ¿UNA HERRAMIENTA INNOVATIVA PARA LAS PyMES MEXICANAS?" INCEPTUM 8, no. 15 (April 20, 2023): 85–109. http://dx.doi.org/10.33110/inceptum.v8i15.339.

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Las PYMES son un motor importante en la economía mexicana pero casi la mitad de ellas fracasan antes de los dos años de vida por varias razones, especialmente debido a una deficiente administración. Los autores dan a conocer que algunas PYMES mexicanas ya están implementando Balanced Score Card (BSC) con resultados positivos, de acuerdo a una investigación primaria realizada; y recomiendan la aplicación de la misma a las demás PYMES mexicanas como una herramienta innovativa con el fin de evitar posibles fracasos. Mientras tanto, el BSC puede requerir algunos cambios importantes en la cultura dentro de la empresa y requiere de la comp­rensión, el compromiso y el apoyo desde la parte superior de la empresa (Chavan, 2009: 393-406), y debe hacerse una planeación cuidadosa para asegurar los objetivos estratégicos de la empresa (Majidul, 2010).
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Prasetya, Syarief Gerald. "ANALISIS BALANCE SCORE CARD SEBAGAI SUATU ALAT PENGUKURAN KINERJA PERUSAHAAN (Studi Kasus pada PT. Sierad Produce Tbk.)." Jurnal Ilmiah Binaniaga 7, no. 01 (April 27, 2019): 61. http://dx.doi.org/10.33062/jib.v7i01.278.

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Information technology era forces a company to find out and to make use new ways to win competition. One of the way that company can go through the competition is to emprove the company performance. Company performance can only be done if the level of the company’s performance in the past and currently known clearly. Analyzing tool which determine the level of company performance is balance scorecard analysis. Balanced scorecard is interpreted as a set of measurement which shows the pictures of the business in brief but comprehensive to the top managers. Balanced scorecard covers the standard criterias of financial describes the actionwhich has been carried out for customer satisfaction, internal process, organizational innovation and the improvements of measurement of operational activity as a trigger of financial performance in the future. In this research, there are four perspective of balanced scorecard searched, which consists of financial perspective, customer perspective, internal business perspective, and also learning and growth perspective. Based on the results of th e research carried out at PT Sierad Produce Tbk, the writer concludes that the arrangement and the implementation of the balance scorecard have been done well because the achievement of the performance on KPI (key performance indicators) has been reached in general eventhough the achievement is not 100%. Based on the evaluation of the research result, the writer suggest to always keep controlling of balance scorecard and also on the achievement target of aech perspective. The controller should handle soon if there is any deviation infraction on balance scorecard implementation. Keywords : Balanced scorecard, financial perspective, customer perspective, internal business perspective, also learning and growth perspective.
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Drajat, Drajat, Usep Setiawan,, Agus Hermawan, Iim Wasliman, Eva Dianawati, and Arman Paramansyah. "Implementasi Konsep Balance Score-Card (BSC) Dalam Peningkatan Kinerja Pada SMPN 1 Cangkuang Kabupaten Bandung." Reslaj : Religion Education Social Laa Roiba Journal 5, no. 6 (January 22, 2023): 2840–51. http://dx.doi.org/10.47467/reslaj.v5i6.2610.

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Management is essentially a function of structuring all activities in education so that educational goals are achieved within predetermined policy boundaries. The concept of the Balanced Scorecard (BSC) is a concept for how to measure performance in each institution/company. This concept has also begun to be widely adopted by educational actors, one of which is at SMPN 1 Cangkuang, Bandung Regency. The purpose of this study is to analyze the suitability between the process of preparing the Balanced Scorecard in the Education sector, to analyze the suitability between the concept of the Balanced Score and the process of implementing the Balanced Scorecard in the Education sector, and to analyze the suitability between the implementation of the Balanced Scorecard at SMP N 1 Cangkuang, and the implementation of the Balanced Scorecard in the sector Education. The research method used is a qualitative descriptive approach. The results of the research conducted on the BSC concept at SMPN 1 Cangkuang, Bandung Regency, found compatibility between the process of compiling the Balanced Scorecard at SMP N 1 Cangkuang and the process for compiling the Balanced Scorecard in the Education sector, the suitability between the concept of the Balanced Scorecard at SMP N 1 Cangkuang, and the process of compiling the Balanced Scorecard in the Education sector, and compatibility between the implementation of the Balanced Scorecard at SMP N 1 Cangkuang, and the implementation of the Balanced Scorecard in the Education sector. Keywords: Balanced Scorecard, Performance Improvement, Worker productivity
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Abdullah, Sofwan Siddiq, and Andi Rahadiyan Wijaya. "Pengembangan Balance Score Card (BSC) dalam penerapan teaching Factory di politeknik atk Yogyakarta." Benefit: Jurnal Manajemen dan Bisnis 2, no. 2 (December 15, 2017): 175. http://dx.doi.org/10.23917/benefit.v2i2.4401.

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Penelitian ini bertujuan untuk menganalisis pengukuran kinerja organisasi dengan menerapkan model Balanced Scorecard dimana item-item kuesionernya digali dan dikembangkan dari konsep Teaching Factory yang dilaksanakan pada Politeknik ATK Yogyakarta. Pengukuran kinerja tersebut melibatkan Dosen, Karyawan, Mahasiswa, Alumni dan Perusahaan (user) pengguna lulusan Politeknik ATK Yogyakarta. Metode yang digunakan dalam penelitian ini adalah metode penelitian dan pengembangan (research and development). Teknik pengumpulan data pada penelitian ini menggunakan angket, wawancara, dokumentasi dan observasi. Teknik analisis data dilakukan dengan menggunakan teknik analisis statistic deskriptif kuantitatif dan dengan menafsirkan hasil pengukuran menggunakan kategori. Hasil penelitian menunjukkan bahwa: (1) berdasarkan analisis kebutuhan, diperlukannya sistem pengukuran kinerja yang handal, komprehensif, terukur, dan berimbang di ATK Yogyakarta, seperti pengukuran kinerja menggunakan model Balanced Scorecard yang perancangannya disesuaikan dan mengadopsi konsep Teaching Factory. (2) Ditinjau dari keempat aspek Balanced Score Card, Program Studi Teknik Pengolahan Kulit (TPK) memiliki rata-rata skor kinerja yang lebih baik dari Program Studi Teknologi Pengolahan Produk Kulit (TPPK). (3). Secara keseluruhan Program Studi TPK maupun TPPK memiliki kinerja yang masuk dalam kategori baik, sehingga hal ini membuktikanbahwa kinerja organisasi Politeknik ATK Yogyakarta, berdasarkan 4 (empat) perspektif Balanced Scorecard dalam kondisi yang baik. (4) Hasil rata-rata skor Balanced ScorecardProgram Studi TPK dan Program Studi TPPK dibandingkan dengan data analisis 7 assessment parameter dalam implementasi Teaching Factory mendapatkan hasil akhir yang signifikan/sinergis.
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Naoufel, Smaili, and Fadila Boutora. "The Level of University Performance Using Advanced Balanced Score Card: an Empirical Study of Tebessa University - ALGERIA." Arab Journal For Quality Assurance in Higher Education 10, no. 27 (December 19, 2016): 139–62. http://dx.doi.org/10.20428/ajqahe.v10i27.1105.

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Abstract: The adoption of the Balanced Score Card in the field of higher education has great benefits, including on-going development of methods, tools and means used by universities to achieve their goals, so as to respond to the community’s evolving needs and requirements. Consequently, the evaluation of the strategic performance of the university achieves an accurate examination of the current situation to determine strengths and enhance them, and to pinpoint weaknesses and address them. Results indicate that the Balanced Score Card can be adopted and adapted to measure and evaluate the performance of Tebessa University. It is also possible to measure the dimensions of Balanced Score Card which should be made available since it is one of the modern techniques, which assist in developing administrative performance and achieving a comprehensive measure for university performance and development. Based on the study results, a set of recommendations was proposed.
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Xia, Jianglin. "Credit Card Fraud Detection Based on Support Vector Machine." Highlights in Science, Engineering and Technology 23 (December 3, 2022): 93–97. http://dx.doi.org/10.54097/hset.v23i.3202.

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Due to the increasing popularity cashless transactions, credit card fraud has become one of the most common frauds and caused huge harm to the financial institutions and individuals in real life. In this academic paper, the algorithm Support Vector Machine (SVM) is used to build models to deal with the credit card fraud detection problem with the performance metrics AUC and F1-score. The experiment dataset is named Credit Card Transactions Fraud Detection Dataset from the Kaggle website. After the step of preprocessing, the dataset is split into the training, testing and validation dataset with 11 numerical features and a label feature called “is_fraud”. The inner parameter “class_weight” of the SVM algorithm in Python is set as “balanced” to deal with the imbalanced datasets. The main method to find the optimized models is using the GridSearchCV function in Python library sklearn. After tuning the hyperparameters and handling the overfitting phenomenon, the optimized models for the two metrics are found. The parameter values of the best model for AUC are C=10, class_weight= “balanced”, g =0.01, kernel = “rbf”. The training AUC is 0.87 and testing AUC is 0.90. The parameter values of the final optimized model for F1-score are C=0.8, class_weight= “balanced”, g =0.06, kernel = “rbf”. The final training F-score is 0.305 and testing F-score is 0.260.
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Wahyuni, Tri, Suwignyo Widagdo, and Hamzah Fansuri Yusuf. "The Measurement Of Performance Using The Balanced Score Card In Islamic Banking." ABM : International Journal of Administration, Business and Management 1, no. 1 (November 29, 2020): 10–22. http://dx.doi.org/10.31967/abm.v1i1.381.

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This study aimed to analyze the extent to which performance of the PT. BPR Sinar Artha Wuluhan when measure d using the four perspectives of the Balanced Scorecard. The research was conducted on the company's performance in 2013-2014. The data used are primary data obtained from interviews with the resource persons and distributing questionnaires to the respondents as many as 130 respondents, ie 95 respondents and 35 respondents. This study also used secondary data obtained from various sources such as the internet, books, journals, theses, and others associated with this research. Data processing method using test data quality, the data validity test and reliability test data to test the questionnaire with the help of analysis tools SPSS version 20. The data processing also uses four perspectives of the Balanced Scorecard, the financial perspective using ROA, ROE and NPM. Customers use the perspective of customer acquisition, customer retention and customer satisfaction. Internal business perspective using indicators of innovation and operations. Learning and Growth perspective using a level employee productivity, employee retention and employee satisfaction. The results showed overall scores obtained by the performance of the company amounted to 46,9 % who expressed the company's performance is not good. However, there is increasing from year to year has increased its performance is quite good. Keywords: Performance Measurement, Balanced Score Card
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Bedi, Puneet Kaur, and Avleen Kaur Kochar. "Implementation of Balanced Score Card Frame Work as a Performance Management Tool." Review of Professional Management- A Journal of New Delhi Institute of Management 11, no. 2 (December 1, 2013): 58. http://dx.doi.org/10.20968/rpm/2013/v11/i2/88699.

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Namazifard, Sareh, Farnaz Barzinpour, and Ahmad Makui. "An integrated framework for outsourcing using balanced score card and ELECTRE III." Management Science Letters 1, no. 2 (April 1, 2011): 99–106. http://dx.doi.org/10.5267/j.msl.2011.01.004.

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Raval, Shruti J., Ravi Kant, and Ravi Shankar. "Benchmarking the Lean Six Sigma performance measures: a balanced score card approach." Benchmarking: An International Journal 26, no. 6 (August 5, 2019): 1921–47. http://dx.doi.org/10.1108/bij-06-2018-0160.

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Purpose The purpose of this paper is to develop the balance score card (BSC) approach based Lean Six Sigma (LSS) performance measurement system and investigate the critical measures currently practiced by Indian manufacturing organizations. Design/methodology/approach This study offers insights of LSS performance measurement from manufacturing industry. Initially, the BSC-based framework is developed to recognize the adoption of LSS performance measures. Then, the framework is applied to nine Indian manufacturing organizations to assess the LSS performance measure practice. Findings The BSC-based framework of LSS performance evaluation for manufacturing industry is formulated. Then, adoption of these LSS performance measures is investigated with nine Indian manufacturing organizations. The result indicates significant variability in terms of practicing level of LSS measures. However, the majority of organizations are more sensitive to the customer perspectives. Practical implications This study reveals a background as to why the performance measurement is required for the success of LSS and for providing practical guidelines for designing performance metrics. The framework interrelates and captures various LSS perspectives and indicator measures, and furnishes a comprehensive outlook of the organization for strategic analysis. This study provides BSC-based template for performing the benchmarking study. This analysis may serve as a reference point for manufacturing organization to determine their system weaknesses, and assist them to concentrate on their most vital and suitable criteria and objectives. However, the analysis contributes to the knowledge on LSS performance measurement system and catches differences in theory and practice, paving the approach to newer research. Originality/value This study renders an industry-oriented LSS performance measurement practical approach and suggests the easily adopted vital performance measures for different manufacturing organizations.
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Park, Il-Tae, Yoen-Yi Jung, Seong-Hi Park, Jeong-Hae Hwang, and Seung-Han Suk. "Impact of Healthcare Accreditation Using a Systematic Review: Balanced Score Card Perspective." Quality Improvement in Health Care 23, no. 1 (June 30, 2017): 69–90. http://dx.doi.org/10.14371/qih.2017.23.1.69.

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Viswanathan, Bharathan, Philip Thomas, Ananthraman Pichai, and Naseer Khan. "Balanced score-card to create a strategy focused organization at DUBAL, UAE." International Journal of Basic and Applied Sciences 3, no. 4 (October 6, 2014): 426. http://dx.doi.org/10.14419/ijbas.v3i4.3444.

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Oey, Elia, Daniel Tommiki, and Fachrun Nisaa Widyastuti. "DEVELOPING PERFORMANCE MANAGEMENT SYSTEM WITH BALANCED SCORE CARD APPROACH: A CASE STUDY OF PT. SMART-MODULAR BUILDING INDONESIA." Jurnal Ilmiah Ekonomi Bisnis 25, no. 3 (2020): 200–215. http://dx.doi.org/10.35760/eb.2020.v25i3.2220.

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Performance Measurement System (PMS) is essential for any organization, as it serves as guiding compass for continuous improvement. The research is a case study in a modular concrete company refining their current PMS using Balanced Score Card approach. The research developed Balanced Score Card starting from the whole company level, and then cascaded down into 3 main company activities, design, supply and construction. Measurement for 1st quarter of 2019 was done, and target and action plans for each activity were also set for the studied company
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Intiswar, Mohamed Said, and James Maina Rugami. "Balanced Score Card and Service Delivery at National Health Insurance Fund in Mombasa County, Kenya." International Journal of Current Aspects 3, no. VI (November 27, 2019): 251–70. http://dx.doi.org/10.35942/ijcab.v3ivi.88.

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The Public sector plays a critical role in the effective delivery of public services that are essential to the functioning of a state economy. The service delivery in the public sector has been noted to be ineffective due to self-interest service from the public sector officers, unlike the private sector, where focus is primarily on shareholder value. The study examined the effect of the balanced scorecard and service delivery at the national health insurance fund in Mombasa County, Kenya. The specific objectives of the study were to determine the effect of the financial perspective of the balanced scorecard, the effect of customer perspective of the balanced scorecard, the internal business perspective of balanced and examine the effect of innovation and learning perspective of balanced scorecard on service delivery at national health insurance fund in Mombasa County. The study is anchored on Balanced score card model and agency theory. The study adopted a descriptive survey research design that depicts the attributes of a specific circumstance, occasion, or case. The targeted population of the study was 158 and the respondents were senior managers, middle level managers, lower level managers and the support staff working at national health insurance fund in Mombasa County. The study finds that the balanced scorecard improves systems of the cost structure, the organization creates more revenue opportunities, net shareholder value is maintained and the asset is well utilized. Additionally, it can be concluded that most employees are delighted with the financial evaluation process by use of the balanced scorecard. The study found a positive relationship between the balanced scorecard components namely customer focus, financial perspective, customer perspective, internal business perspective, innovation, learning aspect and service delivery. The study concluded that customer focus to enhance the service delivery could be through implementing customer satisfaction measures, implementing customer service charter, maintaining product functionality, maintaining customer relationship management and maintaining customer loyalty. The study recommended that the need for NHIF to achieve the balanced scorecard to be able to track financial results while simultaneously monitoring progress through building the capabilities and as well acquiring the intangible assets they would need future growth. Also, the study recommended the organization to consider the issue cost minimization strategy to enhance the service delivery to the customers. In addition to that, there is a need to have a permanent solution to steady funds to be able to meet its obligations. The study further recommended that the organization to embrace the balanced scorecard and will help improve communication between the management and customers thus improve on the quality service hence satisfy the needs of the customers.
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Suryana, Teddy, Nahdiyatul Husna, Iim Wasliman, Eva Dianawati, and Arman Paramansyah. "Kasus Penerapan Konsep Balance Score-Card (BSC) pada SMK Negeri:." Reslaj : Religion Education Social Laa Roiba Journal 5, no. 6 (January 21, 2023): 2785–96. http://dx.doi.org/10.47467/reslaj.v5i6.2596.

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This study aims to analyze cases of State Vocational Schools that have implemented school management (MS) with the Balanced Score Card (BSC). This research was conducted at SMK Negeri 2 Amuntai. Data sources were obtained from: Educators, Education Staff, Students, and Student Parents, EDS Documents, and School Alumni Documents. The results showed that the overall performance of SMK Negeri 2 Amuntai was in the good category. The performance of the financial perspective obtains a good performance value, for 3E analysis, as a whole it does not meet the requirements only 2E, namely obtaining the title of very economical and efficient. For effectiveness, it has not met the requirements because it has received the title of less effective. External customer performance scores in the very good category. Internal customer satisfaction scores a pretty good category. While the performance of the internal business process perspective shows quite good performance. From the results of this study it is hoped that SMK Negeri 2 Amuntai (1) will improve performance in a perspective that is in the category of good enough to be good or very good, (2) the rating of school self-evaluation (EDS) should be increased so that it can obtain a rating above 2 maybe even it can reach a rating of 3. (3) school leaders should be more accommodating and creative in dealing with some educational staff who are dissatisfied with the situation and conditions that exist at SMK Negeri 2 Amuntai, so that performance is getting better. Keywords: Balance Score-Card, implementation, SMK
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Khalid, Sophia, and Ansar Waseem. "Contribution of Balanced Scorecard Implementation in Performance Management System to Enhance Job Satisfaction: Empirical Evidence from FMCG Sector of Pakistan." Sukkur IBA Journal of Management and Business 7, no. 1 (July 20, 2020): 40. http://dx.doi.org/10.30537/sijmb.v7i1.303.

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Many conglomerates employ various performance measurements tools to monitor the performance of their employees. Most of these performance measures only concentrate on the financial dimension of the performance. The Balance score card is one such tool that measures multiple performance dimensions. This study investigated the impact of Balance score card implementation in performance measurement system towards employee satisfaction in the FMCG Sector of Pakistan. To achieve this objective, a review of relevant literature was done. Based on literature review, eight hypotheses were postulated to test the significance of the research problems. A quantitative study was designed on FMCGs, and primary data was gathered using a Likert scale questionnaire format administered to 218 respondents. Results indicate that employee satisfaction experience improved after implementation of Balance Score Card in the Performance management System of the organizations. Moreover, the mediating role of Performance Management System in the relationship between Balance Score Card and Employee Satisfaction was also partially proved.
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Saragih, Hoga, and Harta Pangestu. "PERENCANAAN STRATEGIS TEKNOLOGI INFORMASI PADA PT ABC." CommIT (Communication and Information Technology) Journal 4, no. 1 (May 31, 2010): 22. http://dx.doi.org/10.21512/commit.v4i1.532.

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The aims of the research is to analyze business environment and IS/IT at the company, where the method used are interviews and observation in the company. With Balanced Score Card (BSC) and Critical Success Factor (CSF) tool, the real picture of the business environment could be obtained. Result of analysis of this research is an output in the form of IT division strategy i.e. target application needed to support business, technology and human resource to support the target application. From the resulting analysis, it can be conclude that existing business environment should be supported by target application, technology, and human resource to support business strategy.Keywords: Balance Score Card (BSC), Critical Success Factor (CSF), strategy
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Lim, Wooseok, Jihyun Jung, and Hakki Lee. "Extraction of the Key Performance Indicators of Construction Management Using Balanced Score Card." Korean Journal of Construction Engineering and Management 16, no. 6 (November 30, 2015): 22–30. http://dx.doi.org/10.6106/kjcem.2015.16.6.022.

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Ismail, Mahmoud Fawzi Zaki. "Impact of Balanced Score Card on the Competitive Advantage in the Jordanian Telecommunication." International Journal for Research in Applied Science and Engineering Technology 6, no. 4 (April 30, 2018): 653–60. http://dx.doi.org/10.22214/ijraset.2018.4112.

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Nurhasnah, Nurhasnah, and Rivdya Eliza. "The Assessment of the Education Laboratory Performance by Using Balanced Score Card Method." Al-Ta lim Journal 24, no. 3 (December 17, 2017): 217–28. http://dx.doi.org/10.15548/jt.v24i3.308.

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This Research was conducted to measure the performance quality of the educational laboratories at the faculty of Islamic Education and Teacher Training in State Islamic University or UIN Imam Bonjol Padang, especially in the performance of the field Practice for Teacher Training laboratory (PPL), Computer and Islamic Education Practice Laboratory (PPAI) by using balanced score card method. In term of the method, four perspectives were used such as: financial perspective, customers (the users) perspective, internal business perspective, and growth and learning process. The foci of this study included: PPL, computer, and PPAI. The subjects of this research were 3 heads of the labors, 6 laboratory staff, 3 financial staff, and 90 students who were studying in semester VII at faculty of Islamic Education and Teacher Training in UIN IB Padang at academic year 2016/2017. Questionnaire, interview guide, and observation sheet were used as the instruments that have been tested their reliability and validity. Data analysis was employed by measuring the customer perspective questionnaires, internal business process perspective, and learning growth perspective. The finding of the study ­­showed that the performance of labor the PPL laboratory is 3.27 (65.35%) with good category. The Performance of computer laboratory is 3.05 (61%) with good category. The Performance of the PPAI laboratory was 2.76 (55.2%) with less good category. Overall, all three laboratory have 3.03 (60.6%) performance measurement result with good category.
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Kremer, Inbar. "The Balanced Score Card (BSC) in Israeli Hi-Tech and Low-Tech firms." Human Systems Management 32, no. 2 (2013): 131–42. http://dx.doi.org/10.3233/hsm-130789.

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Wang, Yumei, Zhirong Shen, and Yicheng Zhou. "Rapid Control of Government Economic Environment Management Cost Based on Balanced Score Card." Journal of Environmental and Public Health 2022 (August 2, 2022): 1–10. http://dx.doi.org/10.1155/2022/8506676.

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EMC (economic management cost) of the government has become a hot topic of concern from all walks of life. Controlling and reducing government EMC is the requirement for building a conservation-oriented society and deepening the reform of public budget. Dynamic cost accounting calculates the cost of cost objects through the confirmation, measurement, and distribution of production costs. In this article, it is innovatively proposed to integrate BSC (balanced score card) into EMC control, and analyze the logical relationship between system objectives and functions by using the mathematical model. Based on GA (genetic algorithm) cost optimization control concept and specific control ideas, individuals who meet the evolutionary characteristics are stored in the crossover database and participate in crossover operation as parents when crossing. In order to improve the local optimization ability of the algorithm, parallel mutation operation mechanism is introduced, which can execute multiple mutation rules at the same time. The results show that the average convergence time of this algorithm is 0.186s and the variance of population fitness is 288.19. The conclusion shows that the algorithm proposed in this article can overcome the problems of slow convergence speed, low accuracy, and local convergence of GA, and effectively improve the overall performance of the algorithm.
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Lee, Ji Young, and Ji Young Kim. "Developing Key Performance Indicator of Dance Fitness Business based on Balanced Score Card." Korean Journal of Sport Management 24, no. 2 (April 30, 2019): 1–14. http://dx.doi.org/10.31308/kssm.24.2.1.

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Djojo, Brata Wibawa. "New Software Performance with Balanced Score Card Assessment: Case Study at LPGI Jakarta." Winners 12, no. 2 (September 30, 2011): 204. http://dx.doi.org/10.21512/tw.v12i2.678.

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Implementation of information technology (IT), especially new software applications, needs to be evaluated for its impact to organization’s business performance related to its strategic goal. The measurement and evaluation of a new software implementation impact in LPGI Jakarta uses Balanced Scorecard (BSC) analysis by making comparison of three-year data. The analysis involves four perspectives of BSC: (1) Financial aspect with the growth of gross premium written (GPW), net premium written (NPW), underwriting profit; (2) internal business aspect: the frequency of policy issued and the average production per policy; (3) people or learning and growth which consists of human error and system error; (4) customer aspect with external endorsement and renewal ratio. This research measures and evaluates for the impact of the implementation of a new software application to the new business performance as Marginal and Fair contribution. At the end of this paper the writer suggests LPGI Jakarta to increase the sales activities to reach the target which is related directly to financial aspect and internal business process aspect.
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Krishnan, Anbalagan, Kwok Mow Chan, Jeya Chandra Malar Jayaprakash, Junaid M. Shaikh, and Abu Hassan Bin Md Isa. "Measurement of performance at institutions of higher learning: the balanced score card approach." International Journal of Managerial and Financial Accounting 1, no. 2 (2008): 199. http://dx.doi.org/10.1504/ijmfa.2008.021242.

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