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The application of balanced scorecard in the performance evaluation of higher education

Shun‐Hsing Chen (Department of Industrial Engineering, Chung‐Yuan University, Chung‐Li, Taiwan, and Department of Industrial Engineering and Management, Chin‐Min Institute of Technology, Taiwan)
Ching‐Chow Yang (Department of Industrial Engineering, Chung‐Yuan University, Chung‐Li, Taiwan)
Jiun‐Yan Shiau (Department of Industrial Engineering, Chung‐Yuan University, Chung‐Li, Taiwan)

The TQM Magazine

ISSN: 0954-478X

Article publication date: 1 March 2006

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Abstract

Purpose

The Taiwanese higher education sector is presently facing a significant challenge with regard to supply and demand. The purpose of this paper is to examine how, in this scenario, the balanced scorecard (BSC) can be used for performance evaluation as a strategic management tool.

Design/methodology/approach

This study is based on a case study that should carry appropriate mission and vision. With the existing resources and targets, five major strategic themes are constructed, including an adequate financial structure, an accord with customer expectations, an excellent learning environment, organisational learning and management, and high quality staff.

Findings

To achieve strategic themes it is necessary to propose specific and effective strategic targets. To evaluate progress and performance towards these strategic themes and targets, quantified performance measure indicators (PMIs) must be established in a specific and simple manner that allows all staff members to understand the orientation of the BSC in fulfilling their daily tasks.

Originality/value

BSC conducting in higher education sector can be successful, and other management systems appliances are similar, must be supported by senior supervisors and cautious choice PMIs to assess the achievement of targets.

Keywords

Citation

Chen, S., Yang, C. and Shiau, J. (2006), "The application of balanced scorecard in the performance evaluation of higher education", The TQM Magazine, Vol. 18 No. 2, pp. 190-205. https://doi.org/10.1108/09544780610647892

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited