Balanced Scorecard Perspective

Perspectives of the Balanced Scorecard

The Balanced Scorecard proposed by Kaplan and Norton (1996) consists of four interrelated perspectives, each containing objectives and measures from a distinct perspective Thefour perspective of the balanced scorecard are learning and growth, internal business processes,financial and customer.These perspective can make the organizations enable to develop a more comprehensive indicators in both the internal and external process. All perspectives involved need to be consistent with the organizational vision and strategy to ensure that the development of the organization aligns with the internal and external performance (Kim Soon and Abd Rahman, 2015). The scope of these perspectives is designed

This perspective was emphasis on the employee’s ability and the organizational structure needed to achieve the agency’s goals. This perspective is also about the employee training and corporate attitude that related to the both individual and corporte self - improvement . During technology change is rapid, it become necessary for the knowledge worker to keep in learning mode. Kaplan and Norton (1996) emphasize that ‘learning’ is more than ‘training’ which include things technology tools that called ‘high performance work’ system in Baldrige criteria. Apart from that,the organization can use concept like mentoring to share learning and best practice and foster the spread of shared corporate cultural

Internal Business Process Perspective

The Internal Business Processes perspective is about ‘doing’. Objectives and measures in this perspective focus on the operational aspects of an organisation’s activity. Non-financial measures are commonly used for monitoring operational processes; for example, in terms of quality, timeliness and output volumes. Public sector organisations in this perspective are likely to include measures relating to service delivery.The focus of this perspective is on performance expectations and ensuring the proper processes and resources are available and implemented to maximize performance.

This perspective can help manager to see how well their business is running and wether its day-to-day activities support the organization’s key goals. Apart from that, internal business process refers to the satisfaction of both shareholders and customers (Biden, Mziu and Suhaimi, 2014). This perspective is important because the firm could analyze their current internal ability and react based on the market needs. The Balanced scorecard helps the organization to identify type of internal business process that can satisfy clients and shareholders. The strategy to improve the process could have an effect on the