University and concluded that higher learning institutions However, using the financial perspective as a can better manage their institutions using the BSC model. Love and Holt maintain that over Hayana. Results found in both India and USA universities reliance on financial measures is retrogressive and out of were collaborated in Taiwan Chen et al. In their analysis, Kaplan and Norton Chung-Yan University, in UK Thomas, at Warwick concluded that assessing companies based on financial Business School, and lastly but not least in Malaysia aspects only do not accurately reflect the interest of the Lee, at an International Medical University.
However, these studies suffered from various The measures that can be used to measure financial weaknesses which might weaken their conclusions on performance of an educational institution include good the use of the BSC model to strategically measure the financial management, fund raising capabilities and performance of tertiary institutions of education. For external relationships Dorweiler and Yakhou, , instance, in the studies done by Doweiler and Yakhou tuition income, reduce human resource cost and increase at Michigan Technological University, the asset usage Chen et al.
A major weakness on these two Ruekert defined customer orientation that Lee studies borders on the scope of the research as studies quotes as the degree to which an organisation on Academic administrators on one hand, and one faculty obtains and uses information from customers, develops a on the other cannot give sufficient information on the strategy that will meet customer needs and implement performance of an entire University.
The customers of an institution like The Polytechnic include all its stakeholders. Examples of Four perspectives of the balanced score card stakeholders include students, employers, government, parents, faculty, staff, administration, alumni, and the Kaplan and Norton argue that a balanced community at large. The skills and knowledge would stakeholders, a meeting needs to be organised whereby be complimented by up to date facilities and technology, a face-to-face discussion would take place.
Dorweiler and Yakhou supplied. This would result in high enrolments, and claimed that good internal processes in an therefore high revenue that could be used to improve the academic institution lead to, among other things, quality internal processes of the institutions as well as improve of educational services and efficiency. Chen et al. On quality service process needs and wants, it would contribute to the failure of the they look at administration efficiency and student staff institution to perform better.
This would come about ratio. In revenue would drop. Both of these are key to educational institutions. Various researchers have measuring internal processes by considering the quality measured customer orientation in tertiary institution of of service, teaching facilities and quality of teaching. For instance, Chen et al. On one hand, they Innovation and learning can be defined as the measure satisfaction by looking at number of customer identification of the sets of skills, and processes that drive complaints and how fast students get employed from the the college to continuously improve its critical internal institution.
On the other, they suggest that the image of processes Papenhausen and Einstein, Once the the institution can be measured by looking at the needs of the customers have been obtained, institutions reputation of the institution, number of students who want convert these requirements into activities that can to get tuition at that institution and participation in charity process them into tangible output that customers can activities by the institution.
Even though some measures like reputation can be At times, it is found that there is a gap between the difficult to objectively measure, they all perfectly describe internal processes requirements in terms of skills, the type of relationship that exists between the institution information systems and the organisation climate, and and the stakeholders.
Despite the difficulty in what is available Lee, It is the duty of the to its customers. In addition to meeting the Internal processes gaps that might be there, Amaratunga et al. Amaratunga et al.
Figure 1. The conceptual framework. Performance and empathy. These citizens of the future. This implies that graduates from dimensions are consistent with those set by the Ministry institutions must have been well equipped to perform of Education in Malaysia as reported by Lee However, for academic achievement, student discipline, student educational institutions to impart skills and knowledge participation in sports and extra curricula activities as required by prospective employers, tertiary institutions of main constituents of performance dimension.
In the commercial world, In the education sector, customers are substantially customers use their knowledge and expectations to employers and therefore if employers are happy with measure the quality of the services being offered graduates, then one can conclude that the institution Parasuraman et al.
However, unlike products produces high quality graduates. Despite this challenge, Soutar and Mc Neil recommend the use of a service-marketing Performance variables include service effectiveness, instrument called SERVQUAL Service quality to academic performance and quality students Ministry of measure intangibles. This instruments prescribe that Education, Malaysia in Lee, The conceptual service be viewed from five dimensions.
The dimensions framework that was applied in the study is depicted in include: tangibles, reliability, responsiveness; assurance Figure 1. Chimtengo et al. Distribution of sample size. A deductive approach was adopted. A survey strategy was employed to collect data. The other respondents that took part in the employers.
The results show that sample because of its practicality Palys, The sample size was determined as shown in Table 1. The other respondents have been with provides moderately high measurement validity Saunders et al.
Two sets of questionnaires were used in the research. One firms with less than employees. The majority of the respondents were perspectives of the BSC model. The results have been shown in Table 2. The results show that the overall mean score for the The results show that most of the respondents came respondents on the financial perspective was 2.
The means that the respondents viewed the polytechnic least were young respondents age group 25 to 30 years performance from the financial perspective as poor.
Other respondents Although the overall rating is 2. Table 2. Overall performance of the polytechnic from all four perspectives of the balanced scorecard model. Performance of the polytechnic based on output performance measures. It is interesting to note, staff management rated the performance of polytechnic higher from polytechnic administration and employers rated the 2.
This means that the respondents viewed the polytechnic performance from the customer perspective as poor. Respondents from the polytechnic administration rated the polytechnic The respondents were also requested to rate the performance higher 3.
The results have been shown in departments 2. Table 3. The results show that the overall mean score for On the internal processes perspective, the results show the respondents was 3. This means the respondents that the overall mean score for the respondents was 2. Although which mean that the respondents viewed the polytechnic the overall rating is 3. The poor. There appears to be a consensus among employers category rated the performance of the respondents on internal processes because the range of institution higher 3.
The results also indicate that the overall mean score for the respondents under the innovation and learning perspective was 2. Though the overall rating is 2. Interestingly, polytechnic administration rated performance measures were tested to find out if there the performance of the polytechnic higher 3. The results have been lecturers at polytechnic 2.
This means the respondents viewed the In general, staff from the university office management polytechnic overall performance from all the four 2. Even though the overall polytechnic performance higher than academic members: mean score was 2. Analysis of variances based on respondents ratings on the BSC perspectives and output performance measures.
The financial expected to perform well overall because the financial perspective is the one that is meant to fund internal perspective is the one that funds the other perspectives processes so that their operations can thrive. The results are in line with those perspective Papenhausen and Eisten, Regarding of Weerasooriya Werasooriya ranked the innovation and learning, interestingly, Polytechnic financial perspective poor while the innovation and administration rated the performance of the Polytechnic learning perspective was ranked highly Hladchenko higher 3.
In general, apart from University Office staff 2. Furthermore, it is encouraging administration and employers rated the performance of that employers, who have more interest in the graduates the polytechnic higher 3. The 2. It is imperative that variances on the ratings of respondents on the the tertiary institutions of education are viewed positively performance measures based on the output reveal that by external stakeholders.
The results show that most respondents felt that likely to increase enrolment and recruitment thereby the academic performance of the institution is good. It is interesting to Correlation of the balanced scorecard perspectives note though that polytechnic administration, and those to output performance measures from University Office administration are each on the extreme side of the range, rating the performance of the Table 5 shows the results of the correlation between the Polytechnic at 2.
Table 5. Correlation of the balanced scorecard perspectives to output performance measures. Balanced scorecard variables Performance measures Sig. These processes are the polytechnic and the performance measures, and this fundamental in the training of the students. Additionally, the results show that there was also sufficient structures so that it is able to admit the many a strong correlation between innovation and learning and students who want to enrol with the institution.
However, going by the strength designing and reviewing curricula Soutar and Mc Neil, of correlation that this study has revealed, the financial This will guarantee that not only do graduates get perspective has been ranked as the least.
This is employed or find something to do immediately after contradicting earlier studies done that intimated that the graduation but also that they will either be employed or other perspectives can only do well if the financial find something to do in the field in which they were perspective has done well and therefore the overall trained.
The institution should reinforce monitoring and evaluation of staff. Furthermore, there must be means and ways of The performance of the polytechnic has been measured scrutinising if the program curricula are contemporary, using the balanced scorecard model. The study has applicable and innovative. Also, staff must be monitored revealed that the performance of the Polytechnic is poor.
On the other, they suggest that the image of processes Papenhausen and Einstein, Once the the institution can be measured by looking at the needs of the customers have been obtained, institutions reputation of the institution, number of students who want convert these requirements into activities that can to get tuition at that institution and participation in charity process them into tangible output that customers can activities by the institution.
Even though some measures like reputation can be At times, it is found that there is a gap between the difficult to objectively measure, they all perfectly describe internal processes requirements in terms of skills, the type of relationship that exists between the institution information systems and the organisation climate, and and the stakeholders. Despite the difficulty in what is available Lee, It is the duty of the to its customers.
In addition to meeting the Internal processes gaps that might be there, Amaratunga et al. Amaratunga et al. Figure 1. The conceptual framework. Performance and empathy. These citizens of the future. This implies that graduates from dimensions are consistent with those set by the Ministry institutions must have been well equipped to perform of Education in Malaysia as reported by Lee However, for academic achievement, student discipline, student educational institutions to impart skills and knowledge participation in sports and extra curricula activities as required by prospective employers, tertiary institutions of main constituents of performance dimension.
In the commercial world, In the education sector, customers are substantially customers use their knowledge and expectations to employers and therefore if employers are happy with measure the quality of the services being offered graduates, then one can conclude that the institution Parasuraman et al. However, unlike products produces high quality graduates. Despite this challenge, Soutar and Mc Neil recommend the use of a service-marketing Performance variables include service effectiveness, instrument called SERVQUAL Service quality to academic performance and quality students Ministry of measure intangibles.
This instruments prescribe that Education, Malaysia in Lee, The conceptual service be viewed from five dimensions. The dimensions framework that was applied in the study is depicted in include: tangibles, reliability, responsiveness; assurance Figure 1. Chimtengo et al. Distribution of sample size. A deductive approach was adopted. A survey strategy was employed to collect data.
The other respondents that took part in the employers. The results show that sample because of its practicality Palys, The sample size was determined as shown in Table 1. The other respondents have been with provides moderately high measurement validity Saunders et al. Two sets of questionnaires were used in the research.
One firms with less than employees. The majority of the respondents were perspectives of the BSC model. The results have been shown in Table 2. The results show that the overall mean score for the The results show that most of the respondents came respondents on the financial perspective was 2. The means that the respondents viewed the polytechnic least were young respondents age group 25 to 30 years performance from the financial perspective as poor.
Other respondents Although the overall rating is 2. Table 2. Overall performance of the polytechnic from all four perspectives of the balanced scorecard model.
Performance of the polytechnic based on output performance measures. It is interesting to note, staff management rated the performance of polytechnic higher from polytechnic administration and employers rated the 2.
This means that the respondents viewed the polytechnic performance from the customer perspective as poor. Respondents from the polytechnic administration rated the polytechnic The respondents were also requested to rate the performance higher 3. The results have been shown in departments 2. Table 3. The results show that the overall mean score for On the internal processes perspective, the results show the respondents was 3.
This means the respondents that the overall mean score for the respondents was 2. Although which mean that the respondents viewed the polytechnic the overall rating is 3. The poor. There appears to be a consensus among employers category rated the performance of the respondents on internal processes because the range of institution higher 3. The results also indicate that the overall mean score for the respondents under the innovation and learning perspective was 2.
Though the overall rating is 2. Interestingly, polytechnic administration rated performance measures were tested to find out if there the performance of the polytechnic higher 3. The results have been lecturers at polytechnic 2.
This means the respondents viewed the In general, staff from the university office management polytechnic overall performance from all the four 2. Even though the overall polytechnic performance higher than academic members: mean score was 2. Analysis of variances based on respondents ratings on the BSC perspectives and output performance measures. The financial expected to perform well overall because the financial perspective is the one that is meant to fund internal perspective is the one that funds the other perspectives processes so that their operations can thrive.
The results are in line with those perspective Papenhausen and Eisten, Regarding of Weerasooriya Werasooriya ranked the innovation and learning, interestingly, Polytechnic financial perspective poor while the innovation and administration rated the performance of the Polytechnic learning perspective was ranked highly Hladchenko higher 3.
In general, apart from University Office staff 2. Furthermore, it is encouraging administration and employers rated the performance of that employers, who have more interest in the graduates the polytechnic higher 3.
The 2. It is imperative that variances on the ratings of respondents on the the tertiary institutions of education are viewed positively performance measures based on the output reveal that by external stakeholders. The results show that most respondents felt that likely to increase enrolment and recruitment thereby the academic performance of the institution is good. It is interesting to Correlation of the balanced scorecard perspectives note though that polytechnic administration, and those to output performance measures from University Office administration are each on the extreme side of the range, rating the performance of the Table 5 shows the results of the correlation between the Polytechnic at 2.
Table 5. Correlation of the balanced scorecard perspectives to output performance measures. Balanced scorecard variables Performance measures Sig. These processes are the polytechnic and the performance measures, and this fundamental in the training of the students. Additionally, the results show that there was also sufficient structures so that it is able to admit the many a strong correlation between innovation and learning and students who want to enrol with the institution.
However, going by the strength designing and reviewing curricula Soutar and Mc Neil, of correlation that this study has revealed, the financial This will guarantee that not only do graduates get perspective has been ranked as the least. This is employed or find something to do immediately after contradicting earlier studies done that intimated that the graduation but also that they will either be employed or other perspectives can only do well if the financial find something to do in the field in which they were perspective has done well and therefore the overall trained.
The institution should reinforce monitoring and evaluation of staff. Furthermore, there must be means and ways of The performance of the polytechnic has been measured scrutinising if the program curricula are contemporary, using the balanced scorecard model.
The study has applicable and innovative. Also, staff must be monitored revealed that the performance of the Polytechnic is poor. It should be noted that while the study was measures. There are strong relationship between internal processes and several tertiary institutions in Malawi. It would also be innovation and learning on one hand and performance engrossing to utilise the Balanced Scorecard model to measures on the other.
Palys T Research Decisions: Quantitative and Qualitative The authors have not declared any conflict of interests. Harcourt Brace Jovanovich Canada Inc. Papenhausen C, Einstein W Implementing the balanced scorecard at a college of business. Process improvement item scale for measuring customer perception of service quality.
Scorecard Methodology. Pingle S, Natashaa K Performance management in institutes of Amaratunga D, Baldry D Assessment of facilities management higher education, through balanced scorecard. Punniyamoorthy M, Murali R Benchmarking Journal. Asiedu E Developing Market as a Source of Competitive 15 4 The Role of Management Tools.
Elixir Int. Purlsglove J, Simpson M
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