The Impact of Corporate Governance upon the Performance Level of Jordanian Public Joint stock Industrial Companies Through Using the Balanced Scorecard (BSC)

Kerazan, Faten Hanna; Rumman, Ghaleb Abu; Mawali, Hamzah Al; Allozi, Nurah Musa

doi:10.25255/jss.2018.7.1.1.14

Cited by 2 publications

(3 citation statements)

References 2 publications

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“…Learning & Growth performance cares about the people side (Abofaied, 2017) and combines human capital, information Capital, and working procedures and environment (Al Sawalqa et al, 2011;Kerazan, 2019;Khaled et al, 2019). Those aspects mentioned by the…”

Section: Resultsmentioning

confidence: 99%

“…This perspective of performance helps the organizations to evaluate the readiness for the future through the effort to develop intangible assets (Rostami et al, 2015;Tuan, 2020) and provide the enablers needed to achieve the three other perspectives' objectives, by preparing the environment needed to achieve the strategic objectives (Singh, 2018;Basha et al, 2023). Learning & Growth perspective measures are not easy to be chosen (Al-mawali et al, 2010), due to the wide range of available measures and the fact that most of them is intangible, especially the people side (Abofaied, 2017) in addition to the human capital, information & data management systems, and working procedures and working environment measures (Al Sawalqa et al, 2011;Kerazan, 2019;Khaled et al, 2019). A wide range of measures that related to the learning and growth perspective performance in general and banking industry in specific were found in the literature and summarized below: Sawalqa et al, 2011;Bandawaty et al, 2020;Dincer et al, 2016;Heavey et al, 2012;Kerazan, 2019;Khaled et al, 2019;Rostami et al, 2015;Singh, 2018 ;Tuan, 2020;Turshan et al, 2020) Viewing the above list of Learning & Growth banks performance measures shows that they are revolving around enhancing all the internal environment factors that support better process, customer, and financial performance.…”

Section: Learning and Growth Performancementioning

confidence: 99%

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How Jordanian Banks Measure Learning & Growth Pillar of the Strategic Performance?

Al-Abdallat,

Alqdah

2023

J. Professional Business Review

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Purpose: This research analyzes Jordanian Banks’ Learning & Growth strategic performance (SP). Strategic performance includes learning and growth in the Balanced Scorecard. It incorporates all organizational capital-leveling measures. Learning and growth start process, customer, and financial performance. Banks' strategic pillar evaluations? Design/Methodology/Approach: This empirical research answers this question using qualitative data from 24 bank employees from all levels using structured interviews from 61.5% of Jordanian Non-Islamic banks. NVivo-12 evaluated data. Findings: This research found that the key banks' Learning & Growth performance measures are Employee Incentives, Team Communication, Career Development, Employee Motivation, and Employee Satisfaction. Literature and source data match banks' Learning & Growth metrics. This study chose the top five measures from the vast literature. Practical implications: Implement initiatives to increase employee engagement, including opportunities for career growth, regular feedback channels, and recognition programs. Create a friendly workplace where people feel empowered to share their ideas and opinions and openly communicate. Originality value: This research's top five Learning and Growth measurements analyze the S.P.'s Learning & Growth pillar to inform bank managers' strategic planning.

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Section: Resultsmentioning

confidence: 99%

Section: Learning and Growth Performancementioning

confidence: 99%

How Jordanian Banks Measure Learning & Growth Pillar of the Strategic Performance?

Al-Abdallat,

Alqdah

2023

J. Professional Business Review

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“…Study (Kerazan, 2018), entitled: "The Impact of Corporate Governance on the Performance Level of Jordanian Public Joint-Stock Industrial Companies using BSC".…”

Section: Previous Researches and Studiesmentioning

confidence: 99%

The Effect of Adopting Balanced Scorecard (BSC) as Strategic Planning Tool on Financial Performance of Banks Operating in Palestine

Turshan¹,

Karim²

2019

ASS

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This research investigates the effect of BSC on the financial performance of banks operating in Palestine, across BSC’s four perspectives: financial; customers; internal business processes; innovation, growth and learning. It seeks to identify the relationship between BSC and the financial performance of banks operating in Palestine. For this purpose, the research population comprises all 14 banks operating in Palestine. As a result of the small size of the population, the ‘complete census’ method has been used: the sample is the whole population. The questionnaire was distributed to 130 respondents (employees) at banks: branch managers, heads of departments, directors of departments and financial controllers. Financial performance was used as a dependent variable, while the following four independent variables served as hypothesized determinants: (i) financial perspective, (ii) customers’ perspective, (iii) internal business processes perspective, and (iv) innovation, growth and learning perspective. The Multiple Linear Regression test at 95% confidence was used, resulting in three significant variables: financial perspective; internal business processes perspective; and innovation, growth and learning perspective. Overall, the adjusted R2 = 0.62. This measure is acceptable, and reveals that the resulting model interprets 62% of the determinants of financial performance. The most important results of this study are: (1) the BSC model can be used to enhance the financial performance of banks operating in Palestine, and (2) the customers’ perspective in the BSC model did not have the same effect as other perspectives. Moreover, (3) in their measurement of performance, banks operating in Palestine apply clear strategic performance measures, including traditional financial and non-financial measures, while noting that their use of these measures does not mean that they apply them under the remit of a BSC model. These measures can be reclassified within the four perspectives of the BSC model. The main recommendations are that (1) banks operating in Palestine should implement BSC as an integrated system for strategic management, and as a means for decision-making by management. Its application achieves many advantages that enhance the competitive position and financial performance of banks. Furthermore, (2) banks operating in Palestine need to pay more attention to strategy, and measurements that are included in the customers’ perspective of BSC. There is also a need to (3) conduct training courses for bank employees on BSC and how it can be used. Finally, there is a need to (4) conduct further investigation of the effect of adopting BSC as a strategic planning tool on the financial performance of banks operating in Palestine, as well as (5) a study of the effect of BSC when taking into consideration the type of bank - Islamic or commercial, local or foreign.

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The Impact of Corporate Governance upon the Performance Level of Jordanian Public Joint stock Industrial Companies Through Using the Balanced Scorecard (BSC)

Cited by 2 publications

References 2 publications

How Jordanian Banks Measure Learning & Growth Pillar of the Strategic Performance?

How Jordanian Banks Measure Learning & Growth Pillar of the Strategic Performance?

The Effect of Adopting Balanced Scorecard (BSC) as Strategic Planning Tool on Financial Performance of Banks Operating in Palestine

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