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Statements

Subject Item
n2:RIV%2F68407700%3A21260%2F14%3A00225495%21RIV15-MSM-21260___
rdf:type
n9:Vysledek skos:Concept
dcterms:description
Balanced Scorecard (BSC) belongs to the most detailed prepared and the best known approaches to the performance measurement and management. The original idea behind the BSC was to define such parameters of the company performance which reflect the final pe rformance better than hitherto preferred complex rentability values. Compared to the traditional system, which measures performances focused primarily on financial area, essence of BSC particularly is underpinning difficult quantifying of qualitative indicators (customer loyalty, employee loyalty, rate and reasons for turnover, employee satisfaction, etc.) and their connection to traditional financial indicators. Hereby is the basic condition of BSC method fulfilled, and it is its balance. The core of the system is the way and the content of the conception of the measures in a mutual balance and the causal bonds connected with the strategy formulation. The paper declares the partial results of the research realized in the Slovak Republic and focuses on the critical areas of the BSC implementation. Balanced Scorecard (BSC) belongs to the most detailed prepared and the best known approaches to the performance measurement and management. The original idea behind the BSC was to define such parameters of the company performance which reflect the final pe rformance better than hitherto preferred complex rentability values. Compared to the traditional system, which measures performances focused primarily on financial area, essence of BSC particularly is underpinning difficult quantifying of qualitative indicators (customer loyalty, employee loyalty, rate and reasons for turnover, employee satisfaction, etc.) and their connection to traditional financial indicators. Hereby is the basic condition of BSC method fulfilled, and it is its balance. The core of the system is the way and the content of the conception of the measures in a mutual balance and the causal bonds connected with the strategy formulation. The paper declares the partial results of the research realized in the Slovak Republic and focuses on the critical areas of the BSC implementation.
dcterms:title
The Performance Measurement System – Potentials and Barriers for its Implementation in Healthcare Facilities The Performance Measurement System – Potentials and Barriers for its Implementation in Healthcare Facilities
skos:prefLabel
The Performance Measurement System – Potentials and Barriers for its Implementation in Healthcare Facilities The Performance Measurement System – Potentials and Barriers for its Implementation in Healthcare Facilities
skos:notation
RIV/68407700:21260/14:00225495!RIV15-MSM-21260___
n3:aktivita
n6:I
n3:aktivity
I
n3:cisloPeriodika
4
n3:dodaniDat
n11:2015
n3:domaciTvurceVysledku
n10:9493514
n3:druhVysledku
n5:J
n3:duvernostUdaju
n17:S
n3:entitaPredkladatele
n16:predkladatel
n3:idSjednocenehoVysledku
36151
n3:idVysledku
RIV/68407700:21260/14:00225495
n3:jazykVysledku
n15:eng
n3:klicovaSlova
Balanced Scorecard; BSC; performance indicators; strategic performance measurement system; strategic map; KPI
n3:klicoveSlovo
n12:Balanced%20Scorecard n12:performance%20indicators n12:strategic%20performance%20measurement%20system n12:strategic%20map n12:KPI n12:BSC
n3:kodStatuVydavatele
RO - Rumunsko
n3:kontrolniKodProRIV
[80F827861C48]
n3:nazevZdroje
Journal of Applied Economic Sciences
n3:obor
n14:AE
n3:pocetDomacichTvurcuVysledku
1
n3:pocetTvurcuVysledku
2
n3:rokUplatneniVysledku
n11:2014
n3:svazekPeriodika
9
n3:tvurceVysledku
Szabo, Stanislav Sidor, J.
s:issn
1843-6110
s:numberOfPages
8
n8:organizacniJednotka
21260