Performance Evaluation Using Balanced Scorecard Model
Pacific Business Review InternationalVolume 10 Issue 9, March 2018Performance Evaluation Using Balanced Scorecard Model in BankingIndustry: A Case Study of HDFC BankDr. Ashok Kumar Gupta,AbstractLecturer (ABST),Govt. Commerce College,Kota (Raj.)Research Issue: Banks need to pay attention in evaluating andimproving their performance continuously for increasing their marketshare and profitability and to survive in current competitive,challenging and changeable environment. Products and services are ofintangible nature in banksthereforemeasuring performance onfinancial aspect as well as on Non-financial aspects is equallyimportant. Balanced Scorecard is a strategic performancemeasurement and management system that helps to improve theplanning, control and performance measurement functions ofmanagement accounting.Dr. Meenu Maheshwari,Assistant Professor,Deptt. Of Commerce and Management,University of Kota, Kota (Raj.)Sudarshana Sharma,Research Scholar,Govt. Commerce College,Kota (Raj.)Research Objective: To evaluate and compare the performance ofHDFC bank on four basic perspectives of Balanced Scorecard andother identified perspectives.Method of Data Collection: Through Secondary sources whichincludes Annual reports, Sustainability reports, various websites,articles, journals, etc.Tools & Techniques: Through Graphs, charts, percentages, mean,averages and standard deviation using MS-Excel.Research Conclusion & Suggestions: It has been concluded thathighly skilled and trained employees has resulted in improvedoperations of the HDFC bank. Bank has a responsible behaviourtowards its stakeholders, society, and environment which has led thebank increase its customer base and high customer base has increasesthe business of bank. High growth in business has maintained theprofitability of the bank in last five years. Performance evaluation oneach perspective of Balanced Scorecard is necessary requirement foreach bank so that the key areas for improvement can be identified andimproved. It is suggested more studies are needed on comparativestudies with others Indian banks based on BSC.Keywords: Balanced Scorecard, Performance Measurement, Banks,Social & Environment.IntroductionTo become the largest banking industry in the world, India’s bankingand financial sector is expanding rapidly by incorporating theadvanced technology in the industry like internet & Mobile devices tocarry out the transactions and to communicate with masses andcontinuously improving customer experiences. Banking industry is64www.pbr.co.in
Pacific Business Review Internationalchallenged by competitive pressure from national andglobal banks, changes in customer preferences and loyalty,introducing new infrastructural and technological advancement, meeting stakeholder’s expectations, complying withstringent regulatory environment. All these factorspressurise the banks to pay attention in evaluating theirperformance by introducing new performance evaluationmodels and scientific techniques to streamline operationsand improve processes and performance. A performancemeasurement system of a bank must be able to balancebetween the financial and non-financial measures, leadingand lagging indicators, short term as well as long termobjectives and supports management in predicting futurefiscal performances in addition to highlight possiblechanges in operations to maintain congruence with theintended strategy. Balanced Scorecard is such a strategicperformance measurement and management system that hasgained a much focus over the last decades to improve theplanning, control and performance measurement functionsof management accounting.The concept of Balanced Scorecard was introduced byKaplan and Norton in a Harvard Business Review Article on“The Balanced Scorecard-Measures that Drive Performance” in 1992.According to Kaplan and Norton, “BalancedScorecard is a business management concept thattransforms both financial and non-financial data into adetailed roadmap that helps the organization measure itsperformance and meet long and short term objectives”. Ittranslates mission and vision statements into acomprehensive set of objectives and performance measuresthat can be quantified and appraised. It is a method ofidentifying strategic objectives based on mission and visionof an organization and developing the key performanceindicators based on financial, customer, internal processesand learning and growth perspective to transform a bank’sstrategy into action and then evaluating the performance ofan organization based on these indicators.Review of LiteratureA series of articles, research papers, research thesis andreports on Balanced Scorecard have been written and gonethrough at national and international level both. This part ofthis paper attempts to review those studies, papers, articlesetc. provided by different authors from time to time and toidentify research gap in the field of Balanced Scorecard.Vola, et al. (2009), in their paper on, “PerformanceMeasurement under Balanced Scorecard: The case study ofa Co-operative Credit Bank in Piedmont”, concluded that acontrol system is needed based on comprehensiveframework that translates company’s strategy into acoherent set of performance measures for the bank. Anempirical analysis through exploratory case study methodhas been conducted. They concluded that a logical model instrategic process is necessary in which a strategic map iswww.pbr.co.indesigned and then the Balanced Scorecard is formalized inaddition to the need of alignment of the organizational units.Tekar et al. (2011), in their article on, “MeasuringCommercial Bank’s Performance in Turkey: A ProposedModel”, conducted an empirical research in Turkey toevaluate the financial performance of 13 commercial banksand ranked them for each year using a performance indexingapproach from 2003-2010. Data has been collected from theweb pages of Turkish Banks Association. The studyconcluded that non- financial performance measures havebecome more important in recent years for measuringoverall performance of any firm and the inclusion ofmeasures like higher customer satisfaction, effectivemanagement and leadership and using advanced technologyin banking operations makes valuable contribution to themeasurement of overall performance of banks rather thanlimiting the measures by financials only.Amiri et al. (2012), in their paper on “An AnalyticalNetwork Process Approach for Evaluating BankingPerformance Based on Balanced Scorecard”, proposed ananalytical network process approach for bankingperformance evaluation based on Balanced Scorecard. Theyconcluded that this model can be a useful and effectiveassessment tool. It was found that more emphasis onfinancial factors and customer satisfaction must be given toimprove banks performance. It was recommended toexplore more cases and to conduct more empirical studies tofurther validate the usefulness of the proposed evaluationmodel.Dave and Dave (2012) in their research paper on, “ApplyingBalanced Scorecard in Indian Banking Sector: An empiricalstudy of the State Bank of India” concluded that being a partof the service sector, long-term strategic planning in a bankneeds to concentrate on a comprehensive performanceevaluation system. BSC emerges to be an efficient and allinclusive tool and encompassing various aspects of Banksperformance. It is helpful in understanding thecomplementarities among various performance indicatorsfor a bank and makes a strategy designing adimplementation process more efficient. Implementing BSCtechnique becomes complicated due to the difficulties inmeasurement of the intangible assets, existence ofinterrelations among these indicators, differences in thesignificance assigned to various indicators within theorganization and trouble in setting the linkages between theemployee’s performance and the reward mechanism. For thestudy, a balanced scorecard was constructed andperformance of bank over twelve years from 1997 to 2008was evaluated using 29 indicators of the banks.Michael and Tobi (2014), in their research paper on,“Performance Measurement in the United Kingdom (UK)retail banking industry”, found that the Balanced Scorecard,performance dashboards and use of financial measures are65
Volume 10 Issue 9, March 2018the three most common PMS utilized in UK retail bankingindustry. The data for the study was collected through asurvey using questionnaire with a sample size of 15 retailbanks of UK selected from multiple stage sampling method.Charts, percentage analysis, Wilcoxon signed rank test,Pearson Chi-square, kruskal wallis test and Mann-Whitneyu test were utilized for analysis of data. It was observed thatthere are strong indicators as to a relationship between thePMS and the Bank’s strategy. No specific bankcharacteristic like age, base/ownership structure and marketposition shows a significant association with the PMSadopted in the banking industry. It is recommended thatorganisational strategies should be linked with theperformance measures in order to develop an efficient PMS.This will increase its direct relationship with strategies,thereby improving its appropriateness within the industry. Itis also needed for the UK banking PMS to account for moreexternalities and all stakeholders.Shahroodi and Bahraloloom (2014), in their article on ,“Evaluating the Efficiency of Banking Industry by DEA:Balanced Approach”, used Balanced Scorecard Model toselect the indicators and CCR Model to evaluate and rankedthe 29 Sederat Bank branches in Gullian during a one yearperiod (2010). To collect data for all indicators exceptcustomer satisfaction, bank data base has been used andquestionnaire has been used for customer satisfaction data.It was found that 8 branches (40%) out of 29 branches wereefficient with efficiency scores 1 in 2010 and the otherbranches with score between 0 to 1 were considered as inefficient.Ibrahim and Murtala (2015), in their research study on, “TheRelevance of Balanced Scorecard as a technique forAssessing Performance in the Nigerian Banking Industry”,examined the perceptions of banks on the relevance of BSCas a technique for assessing performance. A judgementalsampling technique was used to arrive at the sample of 11banks out of 21 banks operating in Gombe State, Nigeria.The questionnaire was used as survey instruments forcollection of data filled by banking executives from topmanagement. Data was analysed through SPSS version 19.0using mean rating, percentage score, Krusal Wallis Anova.The study concluded that there is recognition of theimportance of using BSC by the management of NigerianBanks for performance evaluation and the use of the fullstructure of BSC cannot be seen and this will jeopardizedtheir performance measurement system.Balkovskaya and Filneva (2016), in their study on, “The useof the Balanced Scorecard in Bank Strategic Management”,constructed a strategy map of the BSC for bankinginstitutions using the example of one of the Russian regionalbank. On the basis of Mission and Strategic Vision of asample bank KPI’s have been selected. A questionnaire wasused to evaluate the mutual influence among KPI’s based ontheir own judgement. DEMATEL method was employed in66order to identify causal relationship between the KPI’s. Itwas found that transaction efficiency, sales channeldevelopment and rationalised processes are three criticalfactors that need to be enhanced as they have high impact onbank’s performance. Automated processes as well asenhanced transaction efficiency help to optimize operationsboosting the quality of customer service and thereforeincrease the number of customers. Developing remotebanking channels leads to increase in profitability bothdirectly (Cost Saving) and indirectly (Customer baseexpansion). It was recommended that BSC should becomplemented with some other analytical tools likeAnalytical Hierarchy Process, Fuzzy Integral etc. to verifycausal relationship among the performance indicators.Hacioglu and Yuksel (2016), in their paper on “BalancedScorecard-Based Performance assessment of TurkishBanking Sector with Analytic Network Process” evaluatedthe performance of 33 deposit banks of Turkish throughBSC using Analytic Network Process Approach anddetermined which perspective of Balanced scorecard aremore significant with respect to the state banks, privatebanks and foreign banks. It was found that the financialperspective of BSC has the first rank with 65.7%, customerperspective is within the second rank with 22.1%, learning&growth perspective stays in the third rank with 6.3% andinternal factors has the weakest importance with 5.9%. Itwas also found that state banks have the highest rank with53.9% into bank ownership, private owned banks as thesecond with 36.1% and foreign banks as in the last orderwith 10% in performance based on balanced scorecard.After reviewing the extensive literature on BalancedScorecard with particular reference to banking industry, ABalanced Scorecard model is developed for sample bank.Research MethodologyA. Objectives of The Study: - The main Objectives of thestudy are:1. To develop a Balanced Scorecard Model for SampleBank.2. To evaluate and compare the performance of HDFCbank during 2011-12 to 2015-16 based on BalancedScorecard Model.B. Sample Size and Collection of Data:HDFC bank has been taken as a sample bank for the Studywhich is selected on the basis of highest marketcapitalization in Private Sector Banks. The data has beencollected through secondary sources which include variouspublications of Annual reports and Sustainability reports ofHDFC bank, various websites, journals etc.C. Tools and Techniques: Data has been analysed throughGraphs, charts, percentages, mean, and standard deviationusing MS-Excel.www.pbr.co.in
Pacific Business Review InternationalD. Scope of The Study:The study covers a time period of five financial year from2011-12 to 2015-2016.E. Hypothesis of The Study:H0- There is no significant difference in the overallperformance of HDFC Bank during the last 5 Years based onBSC.H1- There is a significant difference in the overallperformance of HDFC Bank during the last 5 Years based onBSC.F. Limitations of The Study The study is restricted to HDFC bank only. The study is based on secondary data only. Period taken for the study is limited. Tools and techniques used for analysing data arelimited. Due to non-availability of data on few measures mayaffect the results.HDFC BANKObjectives - To continue building sound customerfranchises across distinct businesses so as to be a preferredprovider of banking services for its target retail andwholesale segments and to achieve a healthy growth inprofitability consistent with the risk appetite.Strategic Focus Areas 1. Increase Market Share2. Increase Geographical reach3. Cross sell broad financial product portfolio acrosscustomer base.4. Continue investment in technology to support digitalstrategy.5. Maintain strong asset quality.6. Maintain a low cost of funds.7. Integrating Activities in community development,social responsibility with business practices andoperations.8. Ensuring the highest level of Ethical standards,professional integrity, corporate Governance andregulatory compliance. Based on above Vision, Missionand Strategic Objectives of HDFC bank, followingBSC model for HDFC Bank has been developed andPerformance has been measured during 2011-12 to2015-16:The HDFC Bank was incorporated on August 1994 by thename of 'HDFC Bank Limited', with its registered office inMumbai, India. As of March 31, 2017, the Bank had anationwide distribution network of 4,715 branches and12,260 ATM's in 2,657 cities/towns. The vision, mission andobjectives of HDFC bank are as follows:Iv. Measurement of Performance Through Applicationof Bsc In Hdfc BankVision & Mission - To be a “World class Indian Bank”benchmarking itself against International Standards andbest Practices in terms of product offerings, technology,customer service levels, risk management , audit andcompliance.A. Measurement of Performance on Financial Perspective:To measure and evaluate the performance of HDFC bank onfinancial perspective following measures (as shown in Table1) have been selected based on strategic objectives of thebank:Table1: HDFC Bank's Performance on Financial PerspectiveStrategic ObjectivesMeasuresUnit 2015-16 2014-15 2013-14 2012-13 2011-12Growth Rate of%20.3620.492630.1831.61Profits (%)Healthy Growth InProfitabilityReturn on Assets%1.922.0221.91.77(ROA)Return on eholder it%85.0281.0882.4980.9279.21RatioImproving Asset Net NPA's to Net%0.280.250.270.20.18Advances RatioQualitywww.pbr.co.inMean 135.8670.73481.7212.1700.2330.04467
Volume 10 Issue 9, March 2018Capital%15.5316.7916.0716.816.52 16.335Adequacy RatioInterest Incometo Improving EarningNIM to TotalQuality%4.254.144.144.284.194.200Assets RatioInvestment%33.1335.1332.9337.6839.51 35.585Deposit RatioSource: Compiled from Annual Reports & other reports of HDFC Bank from 2011-12 to 2015-16Capital Adequacy0.5420.2080.0642.874Graphical Presentation:Chart 1Interpretation and Analysis:1. Growth rate of profits has been decreased to 20.36% in2015-16 from 31.61% in 2011-12 which was less thanthe mean value of 25.29. Return on assets has beenincreased to 1.92% in 2015-16 from 1.77% in 2011-12.Return on equity has been volatile as it increased to19.5% in 2013-14 from 17.26% in 2011-12 and thendecreased to 16.92% in 2015-16. Earnings per Sharehave been increased just twice to 48.84 in 2015-16from22.11 in 2011-12. Overall HDFC bank hasdeclining trend in growth rate of profits yet it hasmaintained a sustainable growth in profitability and alsoable to maintained its shareholder value.2. The cash deposit ratio of bank has been declined to 5.5%in 2015-16 from 6.08% in 2011-12. Bank is maintainingsufficient cash as a proportion to its deposits. It implies68that bank utilizes its funds properly and maintainssufficient liquidity to repay its deposits. The creditdeposit ratio has increased from 79.21% in 2011-12 to95.02% in 2015-16 which is above then the average of81.74. It shows bank is lending more and more credit outof its deposits by maintaining sufficient funds.3. The ratio of Net NPA’s to Net advances has beenincreased to 0.28% in 2015-16 from 0.18% in 2011-12.This increase may be due to increase in credit granted tocustomers or inefficiency and effectiveness of recoverydepartment.4. Capital Adequacy ratio has been declined to 15.53% in2015-16 as it was 16.52% in 2011-12. Well this ratio ishigher than the BASEL III norms which ask for 9%capital adequacy on regular basis. This is a good sign forthe bank.www.pbr.co.in
Pacific Business Review International5. Interest Income to total assets (Average) ratio had aslightly volatile trend but it has been increased to 9.27%in 2015-16 from 9.06% in 2011-12. Net interest marginto total assets ratio has also been increased to 4.25% in2015-16 from 4.2% in 2011-12. Bothe the ratioindicates the improved earning quality of bank.6. Investment deposit ratio has a declining trend. It was39.51% in 2011-12 and decreased to 33.13% in 201516. It shows that bank may have started creating morecredit in open and private market which are moreprofitable and high risky as compared to investments ingovernment securities, bonds or in any other form asprovided by banking regulation act which are safeinstruments and bears low risk.B. Measurement of Performance on CustomerPerspective:- To measure and evaluate the performance ofHDFC bank on Customer perspective following measures(as shown in Table 2) have been selected based on strategicobjectives of the bank:Table 2: HDFC Bank's Performance on Customer 64 2.81221.571 1.708Unit 2015-16 2014-15 2013-14 2012-13 2011-12 ustomer g A/c%18.421.116.919.216.6 18.369GrowthCurrent A/c%20.219.617.515.26.914.869CASA Ratio%434444.847.448.4 45.474CustomerNos. 165369 168947 264401 135145 138769ProvidingComplaintsexcellent afterComplaintssales services%98.8898.8799.1798.398.97 98.838Redressed RatioBusiness GrowthCredit GrowthDeposits GrowthSource: Compiled from Annual Reports & other reports of HDFC Bank from 20112015-160.4541.8315.3902.2920.324-12 toGraphical Presentation:GRAPH 2 awww.pbr.co.in69
Volume 10 Issue 9, March 2018GRAPH 2 aGRAPH 2 cInterpretation and Analysis:1. HDFC bank has a volatile trend in growth of bothadvances and deposits. Credit growth rate has beenincreased to 27.1% in 2015-16 from 22.15% in 2011-12.But it has been declined to 20.63% in 2014-15 from26.4% in 2013-14. Deposits growth rate has beenincreased to 21.2% in 2015-16 from20.1% in 2011-12.During 2014-15 deposits has also declining trend fromprevious year. During the same period profits has alsobeen declined. It shows that satisfied customers lead tohigh business growth and growth in business leads toHigh profits.2. Saving a/c deposits has been increased to 18.4% in2015-16 from 16.6% in 2011-12 but declined from21.1% in 2014-15 and current a/c deposits hascontinuously increasing trend as it has increased to20.2% in 2015-16 from 6.9% in 2011-12. Increase incurrent a/c deposits may be due to focus of bank onwholesale business segment market by providing themmore conveniences in speed and frequency oftransactions.703. The customer base of HDFC bank has been increasedfrom 26 Million in 2011-12 to 3.77 million customers in2015-16. Continuous increase in customer base is anindicator of sustainable growth and development of abank by providing better customer services, increasedmarketing efforts, introduction of innovative products& services, better infrastructural facilities etc.4. Customer complaints have been decreased to 165369 in2015-16 from 264401 in 2013-14. Complaintsredressed ratio was consistent with mean of 98.84%.This can be said that bank is providing excellent aftersales services to its customers that leads to reduction incustomer complaints and high complaints redressedratio.C. Measurement of Performance on Internal ProcessPerspective:- To measure and evaluate the performance ofHDFC bank on internal process perspective followingmeasures (as shown in Table 3) have been selected based onstrategic objectives of the bank:www.pbr.co.in
Pacific Business Review InternationalTable 3: HDFC Bank's Performance on Internal Process PerspectiveStrategicObjectivesMeasuresBusiness 4201213201112MeanStd. Dev.113.910189756587.02519.594MillionMillionProfit Per Employee1.511.210.81.076Ratio of Wage Billsto Intermediation%33.58 33.9734.7 35.29 36.65 34.821Reducing Cost of CostRatio of Wage Billsbusinessto Total Cost%11.49 11.86 12.04 13.01 14.01 12.449operationsRatio of Wage Billsto Total Income%8.038.278.529.4610.18.842Growth In ATM'sNumbers 12000 11766 11256 107438913 IncreasingGeographicalGrowth In BranchesNumbers45204014340330622544 reach forGrowth IncustomersCities/TownsNumbers25872464217118451399 Source: Compiled from Annual Reports & other reports of HDFC Bank from 2011-12 to 2015-16Graphical Presentation:0.2651.2091.0220.873-GRAPH 3 aGRAPH 3 bwww.pbr.co.in71
Volume 10 Issue 9, March 2018GRAPH 3 cemployees are able to provide satisfying services totheir customers which leads to smooth running ofbusiness.Interpretation and Analysis:1. Business per Employee has been increased to 113.9million in 2015-16 from 65 Million in 2011-12 andprofit per employee has also been increased to 1.5million in 2015-16 from 0.8 million in 2011-12. Bothratios has increasing trend which shows that HDFCbank has a higher productivity growth resulted fromhighly skilled, trained employee which are able to bringmore business to bank and increases its profitability bycompleting the targets given to them by bank.3. There has been a continuous increase in number ofATM’s, Branches and cities/towns. 234 new ATM’s and506 new branches were opened in year 2015-16.Increase in distribution channels leads to customerreach to bank easily, ultimately more connectivity morecustomers and more customers more business growth.D. Measurement of Performance on Learning &Growth and Innovation Perspective:- To measure and2. Ratio of wage bill to intermediation cost, ratio of wageevaluate the performance of HDFC bank on learning &bills to total cost and ratio of wage bills to total incomegrowth and Innovation perspective following measures (asall three have been declined from 36.65%,14.01% andshown in Table 4) have been selected based on strategic10.1%in 2011-12 to 33.58%, 11.49% and 8.03% inobjectives of the bank:2015-16 respectively. Low wage ratios and highproductivity ratios indicates efficient and skilledTable 4:HDFC Bank's Performance on Learning & Growth and Innovation 014-152013-142012-13201112Growth In No.of SkilledEmployeesNo.87555762866816569065 66076Average hoursTraining &Development of Training peremployeeHours35.323639ExpenditureMillionon employees57021.9 47509.5 41789.8 39653.8 33999Branch%111215DigitalizationPhone%345of ProductsATM's%152125& ServicesMobile and(% ofInternet%716355CustomerGrowthInavailingDebit CardsIn Lacs230.3216.3174.2157.6 141.1servicesGrowth inthrough)Credit CardsIn Lacs72.859.751.464.256Source: Compiled from Various Publications of Annual Reports & other .3898.188www.pbr.co.in
Pacific Business Review InternationalGraphical Presentation:HDFC Bank's Performance on Learning & Growth and Innovation PerspectiveGraph 4 aGraph 4 bGraph 4 cwww.pbr.co.in73
Volume 10 Issue 9, March 2018Graph 4 dGraph 4 eInterpretation and Analysis:1. Bank has significantly increased the number of skilledemployees. Number of employees has been increased to87555 in 2015-16 from 66076 in 2011-12.Averagehours of training per employee have also been increasedto 35.32 in 2015-16 from 39 in 2013-14.2.Expenditure on employees has also been increasedfrom 33999 million in 2011-12 to 57021.9 millionin 2015-16. This may be due to increased expenditureon training & Development of employees or increasedcost of retaining and hiring highly skilled employees.3. In 2015-16, 71% customers were availing bankingservices through mobile and internet, 15% throughATM’s, 3% from phone and 11% from branches. Therehas been a continuous increase in usage of digitalizedproducts & services due to introduction of advancedtechnology, innovations in products & Services bybank.E. Measurement of Performance on StrategicCompetitive Perspective:- To measure and evaluate theperformance of HDFC bank on Strategic Competitiveperspective following measures (as shown in Table 5) havebeen selected based on strategic objectives of the bank:Table 5: HDFC Bank's Performance on Strategic Competitive rketShareMarket Share ofDepositsMarket Share 8750.561Source: Compiled from Various Publications of Annual Reports & other reports74www.pbr.co.in
Pacific Business Review InternationalGraph 5 aInterpretation and Analysis:The market share of Deposits and Advances of HDFC bankhas continuously increased in comparison to othercompetitors from 3.9% and 4.3% in 2011-12 to 5.4% and 5.8% in 2015-16 respectively.E. Measurement of Performance on Social Perspective:To measure and evaluate the performance of HDFC bank onSocial perspective following measures (as shown in Table 6)have been selected based on strategic objectives of the bank:Table 6: HDFC Bank's Performance on Social nsibilityMeasuresTotalExpenditure onCSRGrowth ofDevelopment of Branches inSemi urban & Rural & SemiUrban Areasrural 872159213231846.247Source: Compiled from Various Publications of Annual Reports & other reportsHDFC Bank's Performance on Social PerspectiveGraph 6 awww.pbr.co.in75
Volume 10 Issue 9, March 2018Graph 6 bInterpretation and Analysis:The expenditure on Social activities has been increasedcontinuously in the last four years. It was 39.01 million in2012-13 and increased to 194.81 million in 2015-16.Creating sustainable communities is overall objective ofCSR activities. To improve access of banking services as arural development initiative, bank has grown no. of branchesin rural and semi urban areas to 2464 in 2015-16 from 1323in 2011-12. Expenditure on health & Sanitation, financialinclusion & literacy, sustainable livelihood initiatives, skills& livelihood enhancement etc. has been continuouslyincreased by bank in recent years.E. Measurement of Performance on EnvironmentPerspective:- To measure and evaluate the performance ofHDFC bank on Environment perspective followingmeasures (as shown in Table 7) have been selected based onstrategic objectives of the bank:Table 7: HDFC Bank's Performance on Environment 014-152013-14201213Emission PerEmployeeMTCO2e5.465.445.965.12EnergyConsumption vationMTCO2e23599.68 26752.77 21219.91Source: Compiled from Various Publications of Annual Reports & other reports201112Mean-5.487-27.502-134.920- 23750.502Graph 7 a and b76www.pbr.co.in
Pacific Business Review InternationalGraph cInterpretation and Analysis:Paper forms major part of bank’s resource consumption.HDFC bank has initiated for saving paper consumption byadoption of digital banking channels, e
The concept of Balanced Scorecard was introduced by Kaplan and Norton in a Harvard Business Review Article on “The Balanced Scorecard-Measures that Drive Performance ” in 1992.According to Kaplan and Norton, “Balanced Scorecard is a business management concept tha
How to Create a Successful Balanced Scorecard What is a Balanced Scorecard The balanced scorecard is a concept and tool first conceived by by Robert Kaplan and David Norton. The balanced scorecard idea debuted in the Harvard Business Review in 1992. "The balanced scorecard retains traditional financial measures. But financial measures tell the .
the preparation of a blueprint for Balanced Scorecard development and implementation. BALANCED SCORECARD BASICS PROGRAM OUTLINE I. Module I: Understanding the Balanced Scorecard A. What is the balanced scorecard? . programs, such as, Certificate in Strategic Human Resource Transformation and Organization Development from the Penn State .
Balanced Scorecard Step By Step guides readers through the processes required for a successful Balanced Scorecard project. In addition, he shows how to become a strategy-focused organiza-tion by imbedding the Balanced Scorecard into critical organizational pro-cesses. The book provides an
Balanced Scorecard – “Strategic Performance Management System” The main component parts of BSC as Strategic Performance Management System are: the Desired Evolution State, the Strategy Map, the Performance Scorecard (or Balanced Scorecard) and the Initiative Portfolio. Balanced Scorecard / P
Jun 25, 2021 · Balanced Scorecard, Performance Management, Vanke Group . Abstract: This article first out the principles of the Balanced Scorecard, then takes sort Vanke Group as an example, and analyzes the enlightenment of Vanke Group’s application of the Balanced Scorecard for performance management based on the application of the Balanced Scorecard.
Assign a scorecard template to a new scorecard to transfer the scorecard components and their weightings to the scorecard. To guarantee that the components on the scorecard cannot be removed or modified, lock the scorecard. See Chapter 8 of the Hyperion Performance Scorecard – Sy
Manfaat Balanced Scorecard Manfaat Balanced Scorecard bagi perusahaan menurut Kaplan dan Norton (2000: 122) adalah sebagai berikut : 1) Balanced Scorecard mengintegrasikan strategi dan visi perusahaan untuk mencapai tujuan jangka pendek dan jangka panjang. 2) Balanced Scorecard m
Transactions, the National Finance Center report that shows total disbursements by appropriations and schedule number, to the general ledger and to the Government-wide Accounting (GWA) Account Statement for each appropriation. Any differences must be resolved in a timely manner. Section 6.0 Time and Attendance . Time and attendance is to be recorded accurately to ensure that the presence and .
