Balanced scorecard edge over memorandum of understanding for public enterprises in India

Abstract

This paper unfolds two objectives; first, assesses the impact of memorandum of understanding (MoU, a socio-economic performance measurement technique) on the performance of public sector enterprises (PSEs) in India and identifies the gaps under MoU system. Second, enumerates how balanced scorecard (BSC) bridged these gaps and proposes broadly a generic model of BSC (for performance evaluation and assessment) for PSEs in India. BSC is an instrument, takes into consideration multiple indicators and includes financial and non-financial parameters. The study has used ratios to examine the performance of MoU opted PSEs over a period of more than one and half decade. The paper further explains the perspectives and importance of BSC. How BSC has an edge over MoU? The findings reveal that the extent of MoU is limited to the pre-specified objectives determined by the top management of a PSE and government, non-allocation of task linked incentives and limited involvement of all the stakeholders. Whereas, the BSC comprehensively covers all the gaps identified under MoU to meet the organisational vision strategically through set of objectives; it allows the participation of all the stakeholders, global practices to accomplish corporate objectives.

The Balanced Scorecard Approach to measuring Cooperative Performance: Implications for Multipurpose Cooperatives in the Philippines

“…A set of performance indicators along the three non-financial perspectives of the BSC has been adopted from various authors to measure the performance of cooperatives [Khan et. Al (2011); Ozturk & Coskun (2014); Rabo (2014); Gupta & Sharma (2017); Shamsuddin et al (2018); Kruger, et.al (2018) ;Suwendra et. al (2019); Dhamayantie (2018);and Benos et.al (2018)].…”

“…This indicator, as suggested by various authors [Valmohammadi & Servati (2010), Gupta & Sharma (2017), Khan et.al (2011), & Dhamayantie (2018] refers to the overall contentment a member experiences when dealing with the products and services of a cooperative. As evidenced by the results of the survey conducted, cooperative members were very satisfied with their respective cooperative's programs, products, and services having a mean of 3.5, which equates to excellent performance.…”

A Balanced Scorecard Approach for Evaluating Organizational Performance of Nepal Telecom

“…Performance Measuring System (PMS) is an information system for assessing the performance of individuals and organizations (Zuriekat, Salameh & Alrawashdeh, 2011). It plays an essential role in companies' well-run and professional management because it enhances an organization's performance and enables it to serve its customers, owners, employees, and other stakeholders more effectively (Gupta & Sharma, 2017). In addition, it assists companies in formulating strategies and assessing the accomplishment of organizational objectives.…”