Performance measurement is a process that aims to determine the level of competence of employees in terms of performing tasks and accepting responsibilities in the organization. In this process, senior managers of an organization, company, institution or institution review and observe the behavior of their subordinates, in order to provide the necessary feedback on the strengths and weaknesses of employee behavior. Simply put, performance appraisal refers to the relative measurement of human performance in relation to how a particular job is performed over a period of time, compared to a standard of work performance. This assessment is used to determine the individual’s potential talents and abilities, in order to plan for their implementation.

 

Performance Management Performance management is a strategic and integrated process that aims to continuously improve performance and develop the capabilities of employees and create a team and team work environment that ultimately leads to the excellence of the organization.

 

Performance appraisal is part of performance management.

 

 

 

Balanced Scorecard is a management tool for strategy implementation; Structured and semi-standardized report that allows managers to easily monitor the progress of activities by employees and review and control the results of these activities. The main feature of the Balanced Scorecard is to provide a suitable platform for understanding the laws and causal relationships governing the business world, as well as extracting operational plans to implement the organization’s strategy.

 

The role that a balanced scorecard plays in strategic planning is to make the connection between the organization’s strategy and executive actions in a chain of cause and effect relationships. In this way, the results of strategic planning are not suspended and are clearly linked to the action.

 

 

 

The Balanced Scorecard is not a tool for identifying strategic issues or developing organizational strategies, but rather formulates strategic issues and clarifies metrics that measure the achievement of practical goals and actions, thus translating the organization’s strategy into action and action phrases.

 

Balanced scorecard of the organization’s strategy from four key aspects of “financial”, “customers”, “internal processes” and “growth and learning” with fuzzy logic based on intuitive judgment that is required by standard questionnaires from managers and all employees of the organization. Review and formulate the strategic issues of the organization. The way it works is that first strategic issues are determined in terms of strategic issues. Then, in order to better understand how to achieve the desired goals in strategic issues, we go to the process and operations, we determine what conditions and characteristics of the organization’s internal processes should have in order to meet the expectations of stakeholders and fulfill strategic issues. What goals should we achieve? Finally, in terms of growth and learning, we identify the necessary investments in human resources, information systems and organizational culture to provide the possibility and basis for achieving the goals set in terms of internal processes.

 

Instead of focusing only on part of the performance, it provides managers with an overview of the performance of the collection. In fact, in addition to financial metrics, it focuses on customer experiences, employee growth, and process improvement and productivity. A balanced scorecard prevents problems in one part by ignoring other parts. A balanced scorecard makes customer expectations clearer. Understanding and responding to customer needs is a critical factor in quality management systems and requires improving processes and products. In addition, managers who use a balanced scorecard gain insight into their employees’ experiences. Measures of growth and learning provide managers with the necessary information about employee satisfaction and their non-relocation from the organization, both of which lead to greater productivity and profitability.

This is done in six steps. In the following, these six steps are introduced and reviewed.

 

Step 1: In the first step, the core foundations and beliefs of the organization must be evaluated. As:

 

Market opportunities

Competitors

financial situation

Long-term and short-term goals

Identify what satisfies the customer

In this way, the mission of the organization should be used. (“The existential philosophy of the organization (why) is called the mission of the organization.”

 

Each organization is created in response to a series of needs and its purpose is to meet that need, so before any action must be determined what needs have led to the formation of the organization.

The components of the organization’s mission are: 1- Customers 2- Product 3- Technology 4- Markets 5- Attention to people 6- Attention to employees 7- Geographical area of ​​the organization
Step 2: In this step, the macro business strategy must be developed. Common types of strategy include:

Integration Strategies (Forward – Backward – Horizontal)
Focus strategies
Growth strategies
Stability strategies
Reduction strategies
Step 3: After formulating the strategy, it is necessary to divide this strategy into smaller components. These components are called goals. Goals are essential parts of the strategy.

Step 4: But work will not end with breaking down the strategy into goals. In the fourth step, a strategic map of the organization’s macro strategy is drawn. The strategic plan is drawn using the information from the previous step and the Balanced Scorecard framework. Each goal must be located in one of the four parts of the model.
Step 5: After placing the goals in the framework of the indicators and their target values ​​are determined
Step 6: In the last step, the plans and programs that are necessary to achieve the desired goals are determined.