Balanced Scorecard as a Performance Measurement System in Malaysian Private Institutions of Higher Learning: Empirical Findings
-
2018-09-12 https://doi.org/10.14419/ijet.v7i4.1.28235
-
Balanced Scorecard, Private Institution of Higher Learning, Performance Measurement System, Strategic Performance Measurement System. -
Abstract
Balanced Scorecard (BSC) is a well-known performance measurement tools and some researchers have highlighted its relevance to Institutions of Higher Learning (IHL). In order to response to the globalization phenomenon today, IHL must adopt the most suitable tool such as Performance Measurement System (PMS) in assessing academicians’ performance. The adoption of Strategic Performance Measurement System (SPMS), proven to realize significant cost saving, improve personal satisfactions and enhance organizational performances based on previous studies. Therefore, the objective of this paper is to determine the relationship between leadership, communication and academic qualification towards the adoption of BSC. Data were collected quantitatively through a survey questionnaire with the usable response rate of 78.57%. The descriptive results of this study revealed that the majority of academicians’ extensively agrees that the measurement used in the BSC are effective in assessing academicians’ performances. This finding also reveals that leadership, communication and academic qualification were significantly influenced the adoption of BSC. The findings from this study have advanced the literature on BSC especially in the education sector. It also provides a better understanding of BSC as the performance measurement tool in assessing academicians’ performance.
Â
Â
-
References
[1] Arokiasamy ARA, “An Analysis of Globalization and Higher Education in Malaysiaâ€, Australian Journal of Business and Mnagement Research, Vol.1, No.9, (2011), pp.73-81.
[2] Chenhall RH, “Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory studyâ€, Accounting, Organizations and Society, Vol.30, No.5, (2005), pp.395-422.
[3] Kaplan RS & Norton DP, The Balanced Scorecard – Measures that Drive Performance The Balanced Scorecard — Measures, Harvard Business Review, (1992).
[4] Kaplan RS & Norton DP, Applying the Balanced Scorecard, (2001a).
[5] Kaplan RS & Norton DP, “Transforming the Balanced Scorecard from Performance Measurement to Strategic Management : Part IIâ€, American Acoounting Association, Vol.15, No.2, pp.147-160.
[6] Zain NM, Sulaiman, S & Ramli A, “Balanced Scorecard Implementation within a Malaysian Government-Linked Companyâ€, Accounting Research Institute and Faculty of Accountancy, Vol.7, No.1, (2012), pp.29-58
[7] Gumport PJ, “Academic restructuring : Organizational change and institutional imperativesâ€, The International Journal of Higher Education Research, Vol.39, No.1, (2000), pp.67-91
[8] Al-Turki, U & Duffuaa S, “Performance measures for academic departmentsâ€, International Journal of Educational Management, Vol.17, No.7, (2003), pp.330-338.
[9] Aljardali H., Kaderi M & Levy-Tadjine T, “The Implementation of the Balanced Scorecard in Lebanese Public Higher Education Institutionsâ€, Procedia - Social and Behavioral Sciences, Vol.62, (2012a), pp.98-108.
[10] Azmi A, Mehra S & Pletcher M, “THE DECLINING NEED FOR TRADITIONAL PERFORMANCEâ€, Journal of Business Administration Online, Vol.1, No.2, (2002), pp.1-14.
[11] Munir R, Baird K, Perera S, “Performance measurement system change in an emerging economy bankâ€, Accounting, Auditing & Accountability Journal, Vol.26, No.2, (2013), pp. 196-233.
[12] Chan APC & Chan APL, “Key performance indicators for measuring construction successâ€, Benchmarking: An International Journal, Vol.11, No.2, (2004), pp.203-216.
[13] Zhijun LIN, ZengbiaoYU & Zhang L, “Performance outcomes of balanced scorecard application in hospital administration in Chinaâ€, China Economic Review, Vol.30, (2014), pp1-15.
[14] Blueprint Report, (2012), Malaysia Education Blueprint 2013 2025.
[15] Chen SH, Wang HH & Yang KJ, “Establishment and application of performance measure indicators for universitiesâ€, The TQM Journal, Vol.21, No.3, (2009), pp.220-235.
[16] Yee CP & Mokhtar AHA, “International Students’ Learning Experiences At Private Higher Education Institutions In Malaysiaâ€, Proceeding of the Global Summit on Education, (2013), pp.11-12.
[17] Bunoti S, “The Quality of Higher Education in Developing Countries Needs Professional Supportâ€, 22nd International Conference on Higher Education, (2009), pp.1-10.
[18] Umashankar V & Dutta K, “Balanced scorecards in managing higher education institutions: an Indian perspectiveâ€, International Journal of Educational Management, Vol.21, No.1, (2007), pp.54-67.
[19] Al-Turki U & Duffuaa S, “Performance measures for academic departmentsâ€, International Journal of Educational Management, Vol.17, No.7, (2003), pp.330-338.
[20] Nejati M, Farid D & Mirfakhredini M, “PRIORITIZING HIGHER EDUCATION BALANCED SCORECARD PERFORMANCE INDICATORS USING FUZZYâ€, Lex ET Scientia International Journal, Vol.15, No.2, (2008), pp. 338-349.
[21] Bhagwat R & Sharma MK, “Performance measurement of supply chain management : A balanced scorecard approachâ€, https://www.sciencedirect.com/science/journal/03608352">Computers & Industrial Engineering, Vol.53, No.1, (2007), pp.43-62.
[22] Jusoh R, Ibrahim DN & Zainuddin Y, “The performance consequence of multiple performance measures usage: Evidence from the Malaysian manufacturersâ€, International Journal of Productivity and Performance Management, Vol.57, No.2, (2008), pp.119-136.
[23] Hassan H, Amir AM & Maelah R, “Peranan Pengukuran Prestasi Strategik ke Atas Kepuasan Kerja dan Kekuasaan Psikologi dalam Kalangan Pengurus dalam Sektor Automotifâ€, Jurnal Pengurusan, Vol.34, (2012), pp.65-78.
[24] Franceschini F & Turina E, “Quality improvement and redesign of performance measurement systems: an application to the academic fieldâ€, Quality & Quantity, Vol.47, No.1, (2011), pp.465-483.
[25] Micheli P & Manzoni J-F, “Strategic Performance Measurement: Benefits, Limitations and Paradoxesâ€, Long Range Planning, Vol.43, No.4, pp.465-476.
[26] Yüksel H & CoÅŸkun A, “Strategy Focused Schools: An Implementation of the Balanced Scorecard in Provision of Educational Servicesâ€, Procedia - Social and Behavioral Sciences, Vol.106, (2013), pp.2450-2459.
[27] Karathanos D & Karathanos P, “Applying the Balanced Scorecardâ€, Journal of Education for Business, (2005).
[28] Lawrence S & Sharma U, “Commodification of Education and Academic LABOUR—Using the Balanced Scorecard in a University Settingâ€, Critical Perspectives on Accounting, Vol.13, No.5-6, (2002), pp.661-677.
[29] Khan MK & Mahmood S, “Strength for Today and Bright Hope for Tomorrowâ€, 10(July), (2010), pp.235-245.
[30] Zangoueinezhad A & Moshabaki A, “Measuring university performance using a knowledge-based balanced scorecardâ€, International Journal of Productivity and Performance Management, Vol.60, No.8, (2011), pp.824-843.
[31] Ukko J, Tenhunen J & Rantanen H, “Performance measurement impacts on management and leadership: Perspectives of management and employeesâ€, International Journal of Production Economics, Vol.110, No.1-2, (2007), pp.39-51.
[32] Rajhans K, “Effective Organizational Communication : a Key to Employee Motivation and Performanceâ€, Interscience Management Review (IMR), Vol.2, No.2, (2012), pp.81-85.
[33] McDevitt R, Giapponi C & Solomon N, “Strategy revitalization in academe: a balanced scorecard approachâ€, International Journal of Educational Management, Vol.22, No.1, (2008), pp.32-47.
[34] MoHE. (2007a). Pelan strategik pengajian tinggi negara melangkau tahun 2020, Putrajaya.
[35] Muniapan B, Issues And Challenges Of Management. eprints.um.edu.my/31/1/balakrishnan.pdf‎, (2007), pp.1-12.
[36] Narang R & Dwivedi A, “Managing The Job Satisfaction Of Knowledge Workers: An Empirical Investigation Ritu Narang and Alka Dwivediâ€, Asia Pacific Journal of Business and Management, Vol.1, No.1, (2010a), pp.1-14.
[37] Neves P & Eisenberger R, “Management Communication and Employee Performance: The Contribution of Perceived Organizational Supportâ€, Human Performance, Vol.25, No.5, (2012), pp.452-464.
[38] Papenhausen C & Einstein W, “Implementing the Balanced Scorecard at a college of businessâ€, Measuring Business Excellence, Vol.10, No.3, (2006), pp.15-22.
[39] Pereira MM, “The implementation of the balanced scorecard in a school district: Lessons learned from an action research studyâ€, International Journal of Productivity and Performance Management, Vol.61, No.8, (2012), pp.919-939.
[40] Philbin SP, “Design and implementation of the Balanced Scorecard at a university instituteâ€, Measuring Business Excellence, Vol.15, No.3, (2011a), pp.34-45.
[41] Rogers EM, Medina UE, Rivera MA & Wiley CJ, “Complex Adaptive Systems And The Diffusion Of Innovationsâ€, The Innovation Journal: The Public SectorInnovation Journal, Vol.10, No.3, (2005), pp.1-26.
[42] Schobel K, “Balanced Scorecards in education: focusing on financial strategiesâ€, Measuring Business Excellence, Vol.16, No.3, (2012), pp.17-28.
[43] Smith G, Smith A & Clarke A, “Evaluating service quality in universities: a service department perspectiveâ€, Quality Assurance in Education, Vol.15, No.3, (2007), pp.334-351.
[44] Greatbanks R & Tapp D, “The impact of balanced scorecards in a public sector environment: Empirical evidence from Dunedin City Council, New Zealandâ€, International Journal of Operations & Production Management, Vol.27, No.8, (2007), pp.846-873.
[45] Tapinos E, Dyson RG & Meadows M, “The impact of performance measurement in strategic planningâ€, International Journal of Productivity and Performance Management, Vol.54, No.5/6, (2005), pp.370-384.
[46] Tung A, Baird K & Schoch HP, “Factors influencing the effectiveness of performance measurement systemsâ€, International Journal of Operations & Production Management, Vol.31, No.12, (2011), pp.1287-1310.
-
Downloads
-
How to Cite
Hafiz bin Rosli, M., Fawzia binti Md Ariff, F., & binti Said, J. (2018). Balanced Scorecard as a Performance Measurement System in Malaysian Private Institutions of Higher Learning: Empirical Findings. International Journal of Engineering & Technology, 7(4.1), 102-108. https://doi.org/10.14419/ijet.v7i4.1.28235Received date: 2019-03-06
Accepted date: 2019-03-06
Published date: 2018-09-12