The Balanced Scorecard framework, proposed by Robert S. Kaplan and David A. Norton, is one of the most evident achievements of performance measurement revolution. Since 1980s many authors have realized the inadequacy of traditional performance measurement systems, based on traditional Managerial Accounting.
The BSC framework was proposed as a performance measurement system in 1992 by Kaplan and Norton, and according to the proponents, it has evolved according to its application in many companies around the world. Nowadays we are in the third generation of Balanced Scorecard. In the literature, there are many studies on Balanced Scorecard implementation. However, there are almost no studies about its implantation in MARSA MAROC. Then, this paper intends to give the first step to fill this gap. It's important first of all, to define performance as the potential for future successful implementation of actions in order to attain the objectives and targets related to quantity and quality of available information. The performance measurement system is a "set of processes an organization uses to manage its strategy implementation, communicate its position and progress, and influence its employee's behaviors and actions". It requires the identification of strategic objectives, multidimensional performance measures, targets and the development of a supporting infrastructure
[...] The use of the Balanced Scorecard, Performance measurement information system helps to control and improve all the company's activities, in an adequate process, different of the traditional criticized performance measurement system, on financial and productivity measures, which encourages the short-termism and the lack of the strategic focus failing to provide data on the quality, responsiveness and flexibility.As a result, the traditional Performance measurement system failed in providing relevant information for different decision makers atdifferent hierarchical levels. The main idea of the Balanced Scorecard[4],is to balance the financial performancewith nonfinancial measures[5]. The first ones are the lagging[6] measures and the second are the leading measures. [...]
[...] Figure A Closed Loop Management System for Strategy Execution[13] References: ➢ Anthony, Robert N (1965) Planning and Control Systems: A Framework for Analysis, Graduate School of Business Administration, Harvard Business School. ➢ Atkinson, A., J. Waterhouse, and R. Wells (1997) A Stakeholder Approach to Strategic ➢ Performance Measurement, Sloan Management Review. ➢ Becker, Brian and Mark Huselid (1998) High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications. Research in Personnel and Human Resources Management. Greenwich, CT: JAI Press: 53-101. [...]
[...] Main empirical findings at Marsa Maroc MARSA MAROC, is an entirely public capital company, it has started its operations 14 years ago. Nowadays, it employs 3,300 people. During the third quarter of 2012 it has realized over 61 Million MAD. So far at MARSA MAROC, still no Balanced Scored card has been implemented, therefor we should point that there is no formal strategic planning process and that the main tools for running the business at the harbors of the Moroccan Kingdomare the budget, and the operational objectives and targets. [...]
[...] This means that how high or low these numbers go depends on a wide variety of events (talked about later) that may have happened months or years before and that you have no immediate control of in the present. http://www.organizedchange.com/balancedscorecard.htm [7]Translating Vision and Strategy: Four Perspectives, http://www.hbs.edu/research/pdf/10-074.pdf cause and effect analysis is an attempt to understand why things happen as they do. People in many professions—accident investigators, scientists, historians, doctors, newspaper reporters, automobile mechanics, educators, police detectives—spend considerable effort trying to understand the causes and effects of human behavior and natural phenomena to gain better control over events and over ourselves. http://www.teachervision.fen.com/pro-dev/skill- builder/48887.html#ixzz25Wg6M08g performance measure is composed of a number and a unit of measure. [...]
[...] • Develop the strategy • Translate the strategy • Align the organization • Plan operations • Monitor and learn • Test and adapt the strategy In the sixth stage, MARSA MAROC managers are invited to use internal operational data, and new external environmental and competitive data to test and update the strategy, which launches another loop around the integrated strategy, and operational management system. This work integrates not only the prior work on strategy maps, alignment, and employee motivation, but also quality management, dashboards, time-driven activity-based costing for resource capacity planning and strategy feedback, strategy development and formulation tools, and analytics for testing and adapting the strategy. This most recent development is about much more than just the Balanced Scorecard. It embeds the original Balanced Scorecard framework as a component within a comprehensive management system that integrates strategy and operations. [...]
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