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High Educ (2009) 57:813828 DOI 10.1007/s10734-009-9197-x
May Leen Yu Suraya Hamid Mohamad Taha Ijab Hsaio Pei Soo
Published online: 22 January 2009 Springer Science+Business Media B.V. 2009
Abstract This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier university in Malaysia through document analysis, interviews and survey questionnaires provided the foundation for the system development. By adopting the balanced scorecard, the proposed system provided a means for top down alignment of organisational objectives while creating a medium of communication between the lecturers and management. Though the method suggested in this study primarily focuses on the academic staff, it addresses the lack of a representative form of performance measurement for lecturers that accommodates the complexities of the profession while providing the potential adoption of an unconventional method to encourage excellence and development amongst all levels of employees in the industry.
Keywords Balanced scorecard BSC Performance management
Performance measurement Academic staff Higher education
Introduction
In Malaysia, public institutions of higher education have come under public scrutiny for failing to improve or at least sustain international rankings with regards to offering
M. L. Yu (&) S. Hamid M. T. Ijab H. P. Soo
Department of Information Science, Faculty of Computer Science and Information Technology, University Malaya, 50603 Kuala Lumpur, Malaysiae-mail: [email protected]
S. Hamide-mail: [email protected]
M. T. Ijabe-mail: [email protected]
H. P. Sooe-mail: [email protected]
The e-balanced scorecard (e-BSC) for measuring academic staff performance excellence
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outstanding education (Mohamed 2007; Azizan 2007). Based on a government survey conducted between August 2006 and July 2007 (Ramachandran and Foo 2007), which evaluated the quality of local public universities, it was found that most failed to achieve outstanding rankings. The problem has somewhat forced the management of such institutions to look back and investigate on what each has overlooked to result in the current situation. To resolve the problem, proper management has to be executed to constantly check on the universitys performance to ensure the correct path of improvement can be executed.
In every situation, be it organisational or individual,...