Organizational Structure and Performances of Responsible Malaysian Healthcare Providers: A Balanced Scorecard Perspective

Shukri, Nur Faezah Mohd; Ramli, Aliza

doi:10.1016/s2212-5671(15)01101-6

Cited by 31 publications

(24 citation statements)

References 27 publications

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“…Malaysian hospitals typically use inappropriate performance measures, creating a barrier to efficient performance measurement . Klang Valley, which includes the capital city of Kuala Lumpur—the most populous city in Malaysia—is the fastest growing metropolitan area in Malaysia, and eight million people are expected to call it home by 2020 .…”

Section: Introductionmentioning

confidence: 99%

Identification and ranking of specific balanced scorecard performance measures for hospitals: A case study of private hospitals in the Klang Valley area, Malaysia

Behrouzi

Ma’aram

2019

Health Planning & Management

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Summary Performance measurement is a necessity for private hospitals as they need to be efficient, attract customers, increase profitability, and survive in the competitive environment of the health care industry. Hospitals typically struggle to identify appropriate performance measures because of lack of reliable source of performance measures for private hospitals. Despite numerous studies on performance measurement, few studies have focused on performance measures in private hospitals. This paper aims to fill that gap by identifying and ranking a specific set of performance measures that are feasible and relevant for private hospitals. Forty‐four health care performance measures in four balanced scorecard (BSC) performance perspectives (financial, customer, internal business processes, and learning and growth) were compiled and filtered based on “feasibility” and “relevance” criteria using a questionnaire survey in private hospitals in the Klang Valley area, Malaysia. Since all collected data were in numeric format, data analysis was performed quantitatively. Consequently, 31 BSC performance measures were identified for private hospitals. Next, the 31 performance measures went through a ranking survey in Klang Valley private hospitals. Therefore, a weight between 0 and 1 with a range of 0.095 to 0.207 was obtained for each performance measure to help hospitals quantify their overall performance more accurately.

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Section: Introductionmentioning

confidence: 99%

Identification and ranking of specific balanced scorecard performance measures for hospitals: A case study of private hospitals in the Klang Valley area, Malaysia

Behrouzi

Ma’aram

2019

Health Planning & Management

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“…The structure of an organisation is believed to affect the behaviour of organisational members (Dalton, 1978). Literature shows that various researches uncover a positive relationship between organisational structure and performance (Covin and Slevin, 1988;Maduenyi et al, 2015;Nahm et al, 2003;Qunhui and Yang, 2011;Quangyen and Yezhuang, 2013;Shukri and Ramli, 2015).…”

Section: Organisational Structure and Performance Linkmentioning

confidence: 99%

Establishing a highly competitive university: a strategic management perspective

Hilman

Abubakar

2019

JGBA

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The study examines the effects of organisational strategy, organisational structure, transformational leadership, talent management, and technology integration on university performance and the mediating effect of quality culture. A theoretical framework was developed based on the literature. Data were collected through online survey. 269 questionnaires were sent to vice chancellors/presidents. The study used the proportionate random sampling. The partial least squares method was used to test the hypotheses. The result revealed that organisational strategy, organisational structure, transformational leadership, talent management, technology integration, and quality culture had significant positive effects on university performance. Meanwhile, organisational strategy, talent management and technology integration were significantly and positively related to quality culture, but the organisational structure and transformational leadership did not show any significant link. Similarly, quality culture mediated the relationship between organisational strategy, talent management, technology integration and university performance, but it did not mediate the relationship between organisational structure, transformational leadership and university performance.

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“…Binden, Mziu, and Suhaimi (2014) The Balanced Scorecard is used as a measurement tool in order to measure an organization's performance in both public and private sectors to achieve the key business strategies and objectives. Lin, Yu, and Zhang (2014) in Shukria and Ramlia (2015) The Balanced Scorecard is formally defined as a multidimensional approach to measure the management performance through examining relationship between the organizational strategies and operational performances. Customer is to emphasize and take advantage of market segmentation or intrinsic sources to distinguish the difference between competitors (Wu, Lin et al 2011 in Ahmad andSoon, 2015).…”

Section: Literature Review Balanced Scorecardmentioning

confidence: 99%

The Effect of Balanced Scorecard on the Private College Performance (Case Study at the University of WR Supratman Surabaya)

Gamal

Soemantri²

2017

ABR

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One important factor that is used to assess the success of private college is performance. Private colleges continue their efforts to prepare and fine-tune their business strategies in order to survive in the world of education and even become a winner in the competition. Measurement of performance becomes a very important thing. Balanced Scorecard has goal and measurement that is not only a combination of financial and non-financial measurement, but is the result of a top-down process based on the mission and strategy of a private college. The purpose of this study is to determine the effect of Balanced Scorecard model toward performance of future private colleges. The independent variable in this study is the Balanced Scorecard that consists of customer perspective, financial perspective, internal business process perspective and the perspective of process of growth and learning, while the dependent variable is the performance of the private college (Y). The sample in this study is 100 people covering over half of the students (IV and above) who are active students at the University of WR Supratman Surabaya. Method of data processing is using multiple linear regression with SPSS. The result of Discussion can be concluded that (1) Balanced scorecard model simultaneously effects on the performance of future private colleges significantly, which is characterized by the significant value of F arithmetic amounted to 0.000 (0.000 <0.05), and (2) Balanced scorecard model partially influences to the performance of the future private colleges significantly, which is marked with significant value of t calculate of customer perspective amounted 0.014 (0.014 <0.05), the customer's financial perspective for 0.035 (0.035 <0.05), internal business process perspective of 0.002 (0.002 < 0.05) and the perspective of growth and learning process of 0.000 (0.000 <0.05) Keyword: Balanced Scorecard, and private college performance INTRODUCTIONDraft of Law on Education Legal Entity (BHP), which mandates that management education is essentially non-profit, however management is done in corporative way like a business entity. Educational institutions are required to run a transparent management as a form of accountability to education stakeholders. Therefore the institutions become an organization associated with the various interests of educational users. Consequently, educational institutions must be independent and able to take advantage of educational resources effectively. The utilization of these resources needs to be continuously evaluated and there should be an assessment of the outcomes of education as a form of accountability.Balance scorecard as a management system has a strategic relationship with the financial and non-financial instruments in four keys of an organization, and it is becoming a really good mean. Thus the measurement of private colleges' performance is not only focused on one perspective only, but also on other perspectives that support the growth of private colleges. Private colleges are not likely t...

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Organizational Structure and Performances of Responsible Malaysian Healthcare Providers: A Balanced Scorecard Perspective

Cited by 31 publications

References 27 publications

Identification and ranking of specific balanced scorecard performance measures for hospitals: A case study of private hospitals in the Klang Valley area, Malaysia

Identification and ranking of specific balanced scorecard performance measures for hospitals: A case study of private hospitals in the Klang Valley area, Malaysia

Establishing a highly competitive university: a strategic management perspective

The Effect of Balanced Scorecard on the Private College Performance (Case Study at the University of WR Supratman Surabaya)

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