Feasibility Assessment of Juice Factories Performance Using BSC Model (Case Study: Juice Factories of West Azerbaijan)

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1 International Research Journal Applied and Basic Sciences 2016 Available online at ISSN X / Vol, 10 (6): Science Explorer Publications Feasibility Assessment Juice Factories Performance Using BSC Model (Case Study: Juice Factories West Azerbaijan) Mehran Molavi *, Ahmad Naderi, Ali Valiniya Department Management, Urmia Branch, Islamic Azad University, Urmia, Iran *Corresponding author dr_molavi1967@yahoo.com ABSTRACT: The aim the present study is to focus on Feasibility assessment juice factories performance using BSC model in West Azerbaijan, the study is applied, descriptive and survey in terms goal, design and quality data collection. The statistical population comprises 113 intermediate supreme and operational managers juice factories, namely, Pakdis, Shahdab, and Orumada in West Azerbaijan. Using Cochran formula, the sample size was determined as 108. To collect the data use was made by questionnaire involving 24 items. The reliability was estimated by Cronbach alpha coefficient which yielded Descriptive and inferential statistics were used to study the hypotheses. Kolmogorov-Smirnov, one-sample Wilcoxon tests were used to find out the normal or non-normal status variables distribution. The results indicated that all four variables feasibility assessment performance were valued through the use BSC model. Keywords: performance evaluation, Pakdis, Shahdab, Orumada juice factories INTRODUCTION Performance evaluation is the process through the use which human resource behaviors are evaluated by manager with respect to the comparison with pre-determined criteria. This is completed via registering the results and the results are reported to the organizational human force. Nowadays, many the systems dealing with human resources and common management do not seem normal and are interpreted as inefficient traditional paradigm. Organizations in recent years have perceived that they lack the performance evaluation system which can transfer the priorities and targets to the employees (Gambari, 2011). Due to the extended version cognitive context and the use different instruments such as emotion, observation, understanding, experience and ultimate power along with thinking in different concepts, the humankind is sensitive employees performance and the set these factors has encompassed the effective performance evaluation. Review Of Literature Performance is concerned with degree task completion on the part employee and demonstrates the quality the employee finishes the tasks. Performance is regarded as the synonym for energy consumption; however, performance is measured based on the results activities. As an example in case, it is probable that a student gets lower score albeit the ultimate efforts made (Kashani, 2013). Performance people in specific condition can be conceived as a result counterproductive relationship between effort, capabilities and understanding. Effort which is derived from the stimulation deals with the energy a person consumes to the task. Capabilities are those personal features while adding the tasks and understanding is concerned with the ways individual believe their efforts should be led toward. Performance is regarded as derived from personal features, skills and things like these. They are change to observable results through concentrating on employees behavior. In fact, employees can demonstrate their behaviors in case they enjoy the knowledge, skill, abilities and other essential characteristics accomplishing the task (Neely, Gregory., & Platts, 2008). What is mean by performance evaluation is the process through which employees are assessed in determine intervals, proper cognition strong employees and rewarding them along with motivating them for improving the performance are the main factors making evaluations, traditionally, class managers referred to

2 performance evaluation with an am to control for the task employees while nowadays it is done practically. In practice, the evaluation emphasize the results people s behavior. Therefore, evaluation is derived from the results manager s works in this type assessment. Productivity indexes are taken into consideration to homogenize the evaluation (Karimi, 2009). Goals performance evaluation Although the concept performance management is taken as a new notion, performance evaluation roots in recent years which has been the discussion personnel services and management activities. One can day that performance management is regarded as the most complicated activities and processes human resource management. In most the organizations, performance evaluation is taken as indispensable aspect human resource management lands and efficient tooling pressional development. The results obtained from the evaluating can be employed to improve the performance, also, one can make use it to make analysis on educational needs, employees development, research and investigation and evaluating the plans. The evaluation goals performance are summarized in brining motivation, planning human force, employing and establishing communication among the employees and supervisors (Worthington & West, 2004). Attributes influencing the effectiveness performance evaluation The conducted studies have demonstrated different factors effectiveness on performance evaluation systems as follows; the entrance effective system evolution which involves well-demonstrated and understandable for performance evaluation and expanded input for employees and supervisors. The exact definition evaluating the performance dealing with management performance involves planning for the performance and revising the performance along with the feedback to employees in line with the fact that two employees improve their performance and the existence effective performance evaluation system which motivate the supervisors to induce evaluating behaviors with an aim to guarantee the satisfaction and consideration complaints (Esmaeili, 2007). Balanced score card which has attracted many the attentions is said to be an integrated performance measuring and is known as a management systems with new strategic management approach. It is a set different performance indexes in four groups which involves financial performances subscales, scales dealing with customer, internal processes business and learning indexes. Since the introduction balanced score card, many the organizations have admitted it as the infrastructure for strategic management system. This helps the managers to synchronize their business with new strategies in line with growth opportunities based on much more flexibility, added value and reduction expenses (Amiri & Vakili, 2010). Dimension balanced score card Balanced score card preserves the traditional financial subscales, however, the financial indexes are the only stories describing the traditional events for modern industrial companies. These indexes are insufficient, but they are essential for leading the information companies in the field rating value with respect to the customers, suppliers, personnel, processes, technology and required innovation. Balanced score card completes the financial indexes earlier performance with indexes derived from future performance determinants. The goal and targets balanced score card have been determined from the strategy and perspective organization. These indexes define the organizational performance in four aspects; financial, customer-based, internal processes, growth and development, these aspects fer framework for balanced score card (Kaplan & Norton, 2007). CONDUCTED STUDIES Mirghafori (2012) emphasizes that the investment on communication technology is given rise. Performance evaluation has been the main concern such consistency. Recently, the application theories such as covering analysis data and grey theory for performance evaluation have been under the attention. Hence, the two techniques have been employed in the study. To do so, hte criteria influencing the financial performance telecommunication center were determined. The findings the study indicated that telecommunications Markazi, Tehran, and Khozestan were had the best financial performance, respectively. Moeini et al. (2010) argued that monetary added value is recognized as the criteria for financial performance which measures the real interest company. It is based on the fact that all operational and asset expense should be supported. The aim the study was to evaluate the performance companies adopted in stock exchanges center with criteria monetary added value and examining the added value compared to operational interest, monetary fluids derived from the operation and interest investment with an aim for the stakeholders to improve the pritability economic decision-making. 691

3 Statistical Inference Determining the normality variables distribution To determine the type variables distribution, Kolmogorov-Smirnov (K-S) test was used. Table 1. The results K-S test for examining the normal distribution variables number mean Standard K-S deviation Financial Customer-oriented Internal process Organizational learning The table above presents that none the variables is distributed normally. Nin-parametric test are used in this regard. Main hypothesis: one can use the financial balanced score card to evaluate the performance in juice factories. Diagram 1. Examining the effect balanced score card financial on performance evaluation Table 2. Examining the effect balanced score card financial on performance evaluation Test Sample size Statistic One-sample Wilcoxon According to the table above and the obtained analysis, the level is less than 0.05, null hypothesis is rejected. This means that balanced score card financial have effect on performance evaluation juice factories. Second hypothesis: one can use the customer-orientation balanced score card to evaluate the performance in juice factories. Diagram 2. Examining the effect customer-orientation balanced score card financial on performance evaluation 692

4 Table 3. Examining the effect balanced score card customer-orientation component on performance evaluation Test Sample size Statistic One-sample Wilcoxon According to the table above and the obtained analysis, the level is less than 0.05, null hypothesis is rejected. This means that balanced score card customer-orientation component has effect on performance evaluation juice factories. Third hypothesis: one can use the internal process balanced score card to evaluate the performance in juice factories. Diagram 3. Examining the effect internal process balanced score card financial on performance evaluation Table 4. Examining the effect balanced score card internal process component on performance evaluation Sample Test Statistic size One-sample Wilcoxon According to the table above and the obtained analysis, the level is less than 0.05, null hypothesis is rejected. This means that balanced score card internal process component has effect on performance evaluation juice factories. Fourth hypothesis: one can use organizational learning balanced score card to evaluate the performance in juice factories. Diagram 4. Examining the effect organizational learning balanced score card financial on performance evaluation 693

5 Table 5. Examining the effect balanced score card organizational learning component on performance evaluation Sample Test Statistic size One-sample Wilcoxon According to the table above and the obtained analysis, the level is less than 0.05, null hypothesis is rejected. This means that balanced score card organizational learning component has effect on performance evaluation juice factories. REFERENCES A.Worthington and T. West, "Australian Evidence Concerning the Information Content Economic Value Added", Australian Journal Management, Vol. 29, No. 2,(December 2004), p Amiri, M; Vakili Mrad H., Borag, H. (2010). Evaluating the performance in Hamedan Medical University in implementing the processes knowledge management. Library and informing researches, 44 (54), Esmaeili, A. (2007). The importance developing the indexes in evaluation systems Dabir Journal, Industrial Management Organization, Tehran, 148, Kaplan, R.S. and Norton, D.P.(2007), "The Balanced scorecard: Measures that Drive performance", Harvard Business Review, January- February, pp.9-71 Karim, T. (2009). New models for organizational performance evaluation, Tadbir, 137, Kashani, M. (2013). Evaluating the performance and its role in managing the human resources. Financial Accounting, 68, Moeini, M; Dinparvar, M; Sadegitabar, S. (2010). Management perfromance evaluation using monetary added value index in companies adopted in Tehran stock exchanges. Journal financial Accounting, 2(5), Mohamadi, L. (2010). The effect evaluating performance faculty members on intelligent report card and improvement performance, Information Technology and Compunctions in educational Science, 1. Neely, A.D., Gregory, M., Platts, K.W.(2008), "Performance Measurement system Design: a literature Review and Research Agenda", International Journal Operations & Production Management, Vol.15, No.4, pp