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Theses
in cooperation with the SAIs of GCC countries.
Further, SAB has prepared a governance
guide for assessing the commitment of the
entities subject to its audit to the principles
and rules of public governance. It has also
developed the “IT Governance” webpage. SAB
has been keen to organize training programs
that are targeted towards the development of
its human resources and encourage its staff
to obtain professional certifications in their
field of work. A number of seminars have been
held to introduce the vision of SAB towards
the application of governance rules. It is
noteworthy that SAB has participated in several
training courses, workshops, and conferences
pertaining to the principle of governance. In
addition, efforts of SAB in this regard also
include fostering the rules of governance
within the ministries, institutions, government
departments, and corporates subject to its
audit.
CHAPTER THREE: BALANCED
PERFORMANCE AS AN INSTRUMENT
FOR IMPROVING INSTITUTIONAL
PERFORMANCE (AN INPUT FOR
INTEGRATION WITH GOVERNANCE)
The third chapter of this thesis includes two
sub-sections, as follows:
Section (1): Nature of balanced performance
(Balanced Scorecard/BSC)
Concept of balanced performance:
the
concept of balanced performance has
undergone three evolutions. The last of which
had introduced balanced performance as
a framework for organizational change. The
concept focuses on the centrality of the
relationship between the strategic development
of government institutions, public sector bodies
and corporates (e.g., the strategies, including
the vision, mission, and strategic themes and
objectives), and the interim and operational
indicators at the middle and lower levels of
management units.
The balanced performance technique serves to
shift the institution’s target and strategies into
a set of performance measures, representing
a general framework for the strategic
measurement of the institution’s management
system. Besides, this technique involves
measuring the institution›s performance
through balancing the four balanced scorecard
perspectives (e.g., financial, customers, internal
business process, and learning and growth)
and linking them with the vision and strategy of
this institution. Balanced performance would
also help connect the senior management of
the institution with the lower managerial levels,
enabling every individual to contribute to
achieving the core objectives of the institution.
Section (2): Dimensions of balanced
performance and its impact on improving the
institutional performance
First: Dimensions of balanced performance
(BSC)
According to a study by the World Bank, the
general framework of a balanced scorecard
includes a total of 18 to 25 performance
measures. Upon using such measures, the
actual performance is compared against the
targeted. The balanced scorecard serves as a
framework for defining the strategic objectives,
through which the performance measures
are disseminated across the four balanced
scorecard dimensions at a prescribed ratio.
These determinants comprise the financial
perspective, the client perspective, internal
business processes, and learning and
growth. In some cases, such determinants
would include the social and environmental
perspectives.
