Determining the criteria of training of public executives with using the balanced scorecard card method

Year 2019, Issue: 46, 123 - 144, 30.06.2019

Murat Önder Yusuf Sami Umut Gümgüm Güldenur Aydın

Abstract

The Balanced Scorecard is a performance measurement method developed for companies in the 90s by Robert KAPLAN, an academician from Harvard University and David NORTON, an operator. The method has been developed in order to measure the performance of the enterprises and to contribute to their development through the criteria set. In the balanced score card method, the performances of the enterprises offer a new and different perspective to performance measurement systems that question the classical budget by evaluating not only financial perspective but also internal business- process perspective, customer perspective and learning and growth perspective. The Balanced Scorecard Card, developed by Kaplan and Norton as a strategy-oriented approach that can encompass a long-term and organizational whole, supports the organization's vision and strategy as it is designed to transform organizational strategy into action.
Think of the balanced scorecard as the dials and indicators in an airplane cockpit. For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight. They need information on fuel, air speed, altitude, bearing, destination, and other indicators that summarize the current and predicted environment. Reliance on one instrument can be fatal. Similarly, the complexity of managing an organization today requires that managers be able to view performance in several areas simultaneously. The balanced scorecard allows managers to look at the business from four important perspectives. BSC is a performance management tool that seeks to determine the extent to which these objectives are achieved by creating strategic objectives for each dimension within the four basic dimensions it contains. Considering these aspects, BSC can be defined as a strategic performance management system based on the principle of creating a framework for strategic performance management by transforming the organization's mission and strategies into a comprehensive set of performance measures.
Previously, the method used in only for businesses, but after the 2000s, it began to be used for different branches of social sciences. Nowadays, balanced scorecard card method has been used in public sector and it has gained importance especially in terms of functionality of strategic plans and determination of corporate vision. The Balanced Scorecard Card method has four dimensions, which are used to achieve the strategic goals set in between institutional competition. The dimensions included in the Balanced Scorecard Card: Financial Dimension (related to the budget operations of the institution in the public sector), Customer (considered as citizen-in the public), Internal business-process (In which stages of services can be perfected in the public for citizens?) and the final dimension is Learning and Growth Dimension (It is related to Public Executive Training and Corporate Training). As organizations learned that their success was due to the knowledge and experience of their employees, they started to give great importance to the development of human resources.
In this model, the most important role of management is to recognize the talent as a management and to compare the conditions of its competitors with the conditions of the market, to determine the real ability and to include the person in the management with enough knowledge and quality. Conscious consumers expect more performance than organizations, and their levels of education and expectations increase. In order to gain a competitive advantage, organizations are trying to empower staff and take advantage of in-house entrepreneurship and creativity. With staff empowerment, it is aimed to be able to respond more quickly to the problems, to control the factors that may cause problems before the problem occurs and thus to increase the competitiveness. At this point, the concept of personnel empowerment is seen as one of the concepts of increasing importance among modern management and organizational practices. Now, organizations that manage and develop people in the best way in today's information society will succeed. The most important problem here is constant change and increasing competition. Increasing competition and rapidly changing environmental conditions leave organizations and therefore managers facing important opportunities and threats. No matter how successful and organized the organizations are, an unexpected development in management approaches can change all balances. In addition, employees may be able to specialize in different areas and subject them to in-service trainings to learn about their duties and competences in the field and to provide them with different training opportunities, to enable them to benefit from technological innovations and to inform about future positions.
The aim of this study is to examine the contribution of the Balanced Scorecard for training of executives based on the Learning and Growth dimension, by compiling the criteria that will provide training for the personnel working in the public sector. These criteria include the persistence, work satisfaction, productivity and motivation of the employees in the relevant institution; The working environment of the institution, the institutional technological infrastructure facilities and the classification of the personnel according to their knowledge and skill levels are considered as the criteria of the balanced scorecard card in the public sector.

Keywords

Public Administration, Balanced Scorecard, Training of Public Executives

Dengeli karne kartı yöntemi kullanılarak kamu yöneticisi yetiştirme kriterlerinin belirlenmesi

Abstract

Dengeli Karne Kartı Yöntemi, 90’lı yıllarda Harvard Üniversitesi’nden akademisyen Robert KAPLAN ve işletmeci David NORTON’un şirketler üzerinde geliştirmiş oldukları bir performans ölçüm yöntemidir. Dengeli karne kartı yönteminde işletme performansları yalnızca finansal açıdan değil finansal özelliklere ilaveten kurumsal işleyiş, müşteri ve öğrenme ve gelişme gibi başlıklarda da değerlendirilerek klasik bütçe sorgulayan performans ölçüm sistemlerine yeni ve farklı bir bakış açısı sunmaktadır. İşletmelerde kullanılan yöntem, 2000’li yıllar sonrası farklı bilim dalları için de kullanılmaya başlamıştır. Günümüzde yöntem kamuda da kullanılmakta olup, özellikle stratejik planların işlevselliği ve kurumsal vizyonun belirlenmesi gibi hususlarda önem kazanmıştır. Yöntemin dört boyutu bulunmaktadır. Bu boyutlar: Finansal Boyut (Kamuda kurumun bütçe işlemlerine ilişkindir), Müşteri (Kamuda “vatandaş” olarak değerlendirilir) Boyutu, Şirket İçi İşlemler-Süreçler Boyutu (Kamuda vatandaşa verilen hizmetler nasıl geliştirilebilir? sorusu cevaplanır) ve son boyut da Öğrenme ve Gelişim Boyutu (Kamuda Yönetici Geliştirme ve Kurumsal Eğitimleri kapsar) dur. Bu çalışmada amaç, dengeli karne kartının bir boyutu olan “Öğrenme ve Gelişme Boyutu” ile kamuda çalışan personelin yönetici olarak yetiştirilmesini sağlayacak kriterleri önceki araştırma ve değerlendirmelerden derleyerek ortaya koyup katkısını irdelemektir. Söz konusu kriterler arasında çalışanların ilgili kurumda kalıcılığı, iş tatmini, üretkenliği (verimliliği) ve motivasyonları yer almakla beraber; kurumun çalışma ortamı, kurumsal teknolojik altyapı imkânları ve personelin bilgi ve beceri düzeylerine göre sınıflandırılmaları da dengeli karne kartının kamuda yönetici yetiştirmedeki kriterleri arasında sayılmaktadır.

Keywords

Kamu Yönetimi, Dengeli Karne Kartı, Yönetici Yetiştirme

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