Scorecard for academic administration performance on the campus

Vernon P. Dorweiler and Mehenna Yakhou

Managerial Auditing Journal, 2005, vol. 20, issue 2, 138-144

Abstract: Purpose - To provide a framework for an objective “scorecard” for performance of academic administrators. Design/methodology/approach - Literature reviews show that business organizations, as well as academic institutions, are fundamentally rethinking their strategies and operations because of changing environment and calls for more accountability to government and the public. The balanced scorecard is described as a novel approach to face these challenges. Findings - The balanced scorecard has been shown as an effective tool to evaluate an organization, and its performance. Performance is identified as the linkage between outcomes and the multiple factors affecting those strategic outcomes. Research limitation/implications - While the study provides a general framework for a balanced scorecard to academic institutions, it does not provide an exhaustive list of academic goals and associated measures for evaluation. Practical implications - A very useful guidance to academic administrators in their search for ways to improve institutional effectiveness and demonstrate accountability to government and the public. Originality/value - The study offers insights on how to translate the business basis of the balanced scorecard to the academic setting.

Keywords: Balanced scorecard; Universities; Performance monitoring; Performance management (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:eme:majpps:02686900510574557

DOI: 10.1108/02686900510574557

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