Performance management plays a pivotal task in evaluating the strategic performance of commercial banks. This paper makes a study about how to use the Balanced Scorecard (BSC) as a tool, which is applied to commercial banks performance management system. It also points out that, BSC makes a way into the imperfections of the traditional single application of financial indicators which measures performance. BSC is a performance management appraisal system based not only on the financial aspects but also on non-financial aspects like customer factors, internal business processes, and employee learning and growth. The purpose of this study is to contribute to the understanding of how BSC is developed and applied in evaluating the performance of Standard Chartered Bank (SCB), a foreign bank in India. Using the concepts of Kaplan and Norton, and the data made available from the bank's financial and non-financial data, BSC was derived to measure the performance of the foreign bank in I.
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International Journal of Business Research and Development
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International Journal of Financial Research
Balanced Scorecard (BSC) has always played an effective role in improving entities' performance. Therefore, it was widely adopted in entities in developed and developing countries. As a relatively new form of banks in the banking sector, exploring the extent of implementation of the BSC perspectives in Islamic banks in developing countries, and its impact on their performance will shed the light on the weaknesses and strengths in the strategic planning systems in these banks. Accordingly, these banks could improve their strategic planning systems. To attain that, two integrated questionnaires were designed and distributed to 355 employees and clients in 3 Jordanian Islamic banks (JIBs). The results showed that the extent of implementation of the BSC perspectives in JIBs ranged between 55% - 93%. In addition, the results showed that there is a significance positive relationship between the BSC and the financial performance (ROA/ROE) of JIBs. Accordingly, the researcher recommende.
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Journal of Economics and Sustainable Development
In the recent past, business relies only on financial indicators as the measures for evaluating performance. There is the requirement to include non-financial and financial measures of performance and determine key performance indicators that connect measurements to strategy and Balanced Scorecard is one of such instrument because it assesses the performance of an organization from various stages, namely financial, customer, internal process and learning and growth. However, it appears that this powerful tool is not implemented yet by plenty of industries in Cote d’Ivoire including commercial banks. This study therefore aimed at evaluating performance of banks in Cote d’Ivoire using balanced scorecard framework. A sample size of three (3) banks was employed out of the population of eighteen (18) commercial banks for the completion of this research. A total of one hundred fifty (150) copies of questionnaire were distributed to the executive staff and customer of the three (3) selected banks out of which one hundred forty four (144) copies were properly filled and given back. A computation of several metrics/measures and the Spearman’s Rank Correlation Coefficient were used as the techniques for data analysis. The survey concluded that BSC framework can be implemented to assess performance of banks in Ivory Coast and also argued that is a relevant measurement tool which can provide additional information on customer satisfaction, internal business processes and learning & growth perspective. Therefore the survey advised companies to carry out the BSC in order to fully take advantages from their investment.
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Journal of Social Sciences (COES&RJ-JSS)
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International Review of Management and Business Research
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European Journal of Business, Economics and Accountancy
In the recent past, organizations rely solely on financial indicators as the measures of performance. There is the need to integrate financial and non-financial measures of performance and identify key performance measures that link measurements to strategy and Balanced Scorecard is one of such tools because it measures the performance of an organisation from four different angles, namely financial, customer, internal process and learning and growth. However, there appears to be no significant documentation on the translation of BSC in any Nigerian firm that could serve as a reference point for replication in spite of the success already recorded by companies that have implemented it. This study aimed at examining the relevance of BSC as a technique for assessing performance in the Nigerian banking industry. The population of the study comprised the entire 21 banks operating in Gombe State, Nigeria. A judgmental sampling technique was adopted to arrived at the sample of eleven (11) banks. A total of fifty five (55) copies of questionnaire were distributed to the executive staff of the sampled banks (5 each to every selected bank) out of which forty three (43) copies were dully completed and returned. Descriptive statistics and Kruskal Wallis ANOVA was used as the techniques for data analysis. The study concluded that there is recognition of the importance of using BSC by the management of Nigerian banks for assessing performance, and the use of the full structure of BSC comprising its four perspective cannot be seen. The paper recommended that there is the need for more enlightenment of Nigerian bank managers by the academics and practitioners alike on the relevance of BSC in assessing performance of banks in Nigeria.
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R&S - Research Studies Anatolia Journal
