2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks
| Format: | General Document |
|---|
| _version_ | 1860798136344117248 |
|---|---|
| building | INTELEK Repository |
| collection | Online Access |
| collectionurl | https://intelek.unisza.edu.my/intelek/pages/search.php?search=!collection3 |
| copyright | Copyright©PWB2025 |
| country | Malaysia |
| date | 2022-08-18 |
| format | General Document |
| id | 16117 |
| institution | UniSZA |
| originalfilename | BARRIERS OF IMPLEMENTING BALANCED SCORECARD AS PERFORMANCE MEASUREMENT SYSTEM_ A CASE OF JORDANIAN BANKS (MASTER_2022).pdf |
| person | Abd Alrhman Ahmad Jaradat |
| recordtype | oai_dc |
| resourceurl | https://intelek.unisza.edu.my/intelek/pages/view.php?ref=16117 |
| sourcemedia | Server storage Scanned document |
| spelling | 16117 https://intelek.unisza.edu.my/intelek/pages/view.php?ref=16117 https://intelek.unisza.edu.my/intelek/pages/search.php?search=!collection3 General Document Malaysia Library Staff (Top Management) Library Staff (Management) Library Staff (Support) Terengganu Faculty of Business and Management English application/pdf 1.5 Server storage Scanned document Universiti Sultan Zainal Abidin UniSZA Private Access Universiti Sultan Zainal Abidin SAMBox 2.3.4; modified using iTextSharp™ 5.5.10 ©2000-2016 iText Group NV (AGPL-version) Copyright©PWB2025 186 Banks and banking—Jordan 2022-08-18 BARRIERS OF IMPLEMENTING BALANCED SCORECARD AS PERFORMANCE MEASUREMENT SYSTEM_ A CASE OF JORDANIAN BANKS (MASTER_2022).pdf Abd Alrhman Ahmad Jaradat Barriers Of Implementing Balanced Scorecard Performance Measurement System Jordanian Banks Balanced scorecard (Management) Performance measurement Organizational effectiveness—Measurement Strategic planning—Evaluation 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks The adoption of a suitable performance measurement strategy becomes a fundamental matter, and the changing business environment encourages companies to use strategic management tools such as Balanced Scorecard (BSC). Companies usually choose a strategic performance system, despite that only a few can implement it successfully for certain reasons, as the Balanced Scorecard was introduced to overcome the shortage of traditional performance measurement systems. Studies have shown that the Jordanian banks do not use the balanced scorecard as an approach to implement, formulate and assess a financial and non-financial strategy. This study explores the existing barriers facing BSC implementation in Jordanian banks. A qualitative case study design is applied. The researcher selects the participants who would best help to understand the primary phenomenon. The study uses purposive sampling to conduct semi-structured interviews with nine managers from Jordanian banks to obtain data for the study. A Thematic, narrative cross-case analysis is used to analyze the data. This study reveals four main barriers that affects Balanced Scorecard strategy implementation. It is found that most of the participants are not aware about the Balanced Scorecard. It is also found that strategic systems' education and training are limited to managers or for specific team members. Add to that, inefficient communication between employees and between management levels. Besides, this study shows the absence of employee participation in the process of building or reviewing the performance system. Moreover, this study finding indicates that the information support is restricted, and employees are unmotivated to apply a new strategy. It also implies that the fund which Jordanian bank allocates for strategy implementation purposes is insufficient. Jordanian banks need to accept western ideas and focus more on new modern systems instead of relying on the traditional system to be able to associate and react to the economic variables. All employees should be given training about strategic plans, and they should understand how their work contributes to the overall bank strategy. Banks should develop the IT systems to make the communication process between employees and between managements easier and faster to report or solve problems, not just relying on e-mails and following the career hierarchy. This study also recommends that managers and employees should participate in all bank strategy building steps, even all bank employee must know how their daily work contributes in the general bank strategy. Dissertations, Academic Thesis |
| spellingShingle | 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks |
| state | Terengganu |
| subject | Banks and banking—Jordan Balanced scorecard (Management) Performance measurement Organizational effectiveness—Measurement Strategic planning—Evaluation Dissertations, Academic |
| summary | The adoption of a suitable performance measurement strategy becomes a fundamental matter, and the changing business environment encourages companies to use strategic management tools such as Balanced Scorecard (BSC). Companies usually choose a strategic performance system, despite that only a few can implement it successfully for certain reasons, as the Balanced Scorecard was introduced to overcome the shortage of traditional performance measurement systems. Studies have shown that the Jordanian banks do not use the balanced scorecard as an approach to implement, formulate and assess a financial and non-financial strategy. This study explores the existing barriers facing BSC implementation in Jordanian banks. A qualitative case study design is applied. The researcher selects the participants who would best help to understand the primary phenomenon. The study uses purposive sampling to conduct semi-structured interviews with nine managers from Jordanian banks to obtain data for the study. A Thematic, narrative cross-case analysis is used to analyze the data. This study reveals four main barriers that affects Balanced Scorecard strategy implementation. It is found that most of the participants are not aware about the Balanced Scorecard. It is also found that strategic systems' education and training are limited to managers or for specific team members. Add to that, inefficient communication between employees and between management levels. Besides, this study shows the absence of employee participation in the process of building or reviewing the performance system. Moreover, this study finding indicates that the information support is restricted, and employees are unmotivated to apply a new strategy. It also implies that the fund which Jordanian bank allocates for strategy implementation purposes is insufficient. Jordanian banks need to accept western ideas and focus more on new modern systems instead of relying on the traditional system to be able to associate and react to the economic variables. All employees should be given training about strategic plans, and they should understand how their work contributes to the overall bank strategy. Banks should develop the IT systems to make the communication process between employees and between managements easier and faster to report or solve problems, not just relying on e-mails and following the career hierarchy. This study also recommends that managers and employees should participate in all bank strategy building steps, even all bank employee must know how their daily work contributes in the general bank strategy. |
| title | 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks |
| title_full | 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks |
| title_fullStr | 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks |
| title_full_unstemmed | 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks |
| title_short | 2022_Barriers of Implementing Balanced Scorecard as Performance Measurement System: A Case of Jordanian Banks |
| title_sort | 2022_barriers of implementing balanced scorecard as performance measurement system: a case of jordanian banks |