PERFORMANCE MEASUREMENT SYSTEM OF THE RESOURCES IN REPUBLIC OF KOSOVO

  • Baki Koleci
  • Redon Koleci
Keywords: Performance measurement, development, concept

Abstract

Professor Robert Kaplan of Harvard Business School and David Norton as the Balance Scorecard Collavorative founder and director of Palladium Group with joint research since 1990 and so far have come to the conclusion of how contemporary enterprises advertise in business, stressing that organizations have strategies to well formulated, but 7 out of 10 organizations are not successful in its realization. As a main cause have highlighted the lack of appropriate instrument for realization of the strategy. Their collaboration in the 1990 project "Measurement of performance of the organization" that involved 12 companies and has resulted in the creation of the BSC concept.
The concept development is documented in the abovementioned four articles published at the Harvard Busniess Review, and then described in detail in Norton and Kaplan's The Balances Scorecard: Translating Strategy into Action. At first, this was a new system of performance measurement in organizations that took into account the organization's success from four specific perspectives (financial, consumer, internal processes, and learning and development).
The BSC "Measuring Organizational Performance" combines measuring with the organization's strategic plan. The BSC concept of "Performance Measurement of the Organization" states that it is very important to select measurements based on strategic successes rather than to improve the existing performance prospects so that we need to focus on those work processes that need to be performed especially good to be the successful strategy.
With the development of the BSC concept "Performance Measurement of the Organization" has come up the combination of financial and non-financial measurements that are created by the organization's strategy. The creators of the measurement measurement for the result of the organization should be in direct relation.
Now the BSC "Measuring Organizational Performance" presents a widespread strategic management system, only in the profitable but also in the nonprofit sector of the public sector. Thanks to the perspectives, a framework for the BSC "Measurement of Organizational Performance" was created and for that organizations it was possible to measure how values are created for their customers, how to advance their own ability and invest in the employees, for systems and procedures to advance performance in the future. According to BSC authors, "Performance Measurement of the Organization" as an advanced performance measurement system has developed an inclusive management system, which for the first time enables us to summarize feedback on strategy implementation.

References

Dess, G.G., Lumpkin, G.T., (2007) Strategic Management, McGraw-Hill, Irwin,

Dimitrovski, R.,(2013) Menaxhment Shkup

Kaplan, R.S., Norton, D.P.,(2008.) The Execution Premium: Linking Strategy to Operations for ompetitive Advantage, Harvard Business Scholl Press

Kotter, J., (1996) Leading Change, Harvard Business School Press

Yoon, H., Managing for job performance: a dynamic BSC for public sector, Leadership centre for change & innovation Central officials training institute

Published
2019-07-26
How to Cite
Koleci, B., & Koleci, R. (2019). PERFORMANCE MEASUREMENT SYSTEM OF THE RESOURCES IN REPUBLIC OF KOSOVO. Knowledge International Journal, 32(1), 101 - 104. Retrieved from https://ikm.mk/ojs/index.php/KIJ/article/view/1411