基于平衡計分卡的非營利組織績效評估研究以T高校為例

基于平衡計分卡的非營利組織績效評估研究以T高校為例一、本文概述ofglobalization,theroleofnon-profitorganizationsininpublicserviceenvironmentalprotecnon-profitorganizations,ensstrategicmanagementtool,hasbeenwidelyusedinthebusinessperformanceevaluationinordertoprovidenewideasandmetevaluationofnon-profitorganizations.Thisarticlefirstreviewsthebasicthofperformanceevaluation,anon-profitorganizationperformanceevaluationresearchresults,proposeimplementationsuggestionsandimprovementmeasuresforperformanceevaluationofnon-profitorganizationsbasedonthebalanctheBalancedScorecardintothefieldofperformanceevaluationofnon-profitorganizations,providinganewperspectiveandofnon-profitorganizations.二、文獻綜述TheBalancedScorecard(BSC),asastistocomprehensivelyevaluatetheperformanceofanorganizationthroughfourdimensionsofindicators-financial,customer,internalbusinessprocesses,andintroducedintothemanagementandevaluationofnon-proInthefieldofnon-profitorganizations,theaspects:firstly,clarifyinganddecomposingstratransformingtheorganization'slong-termgoalsintoconcrsystem,whichcomprehensivelyevaluatestheperformanceofindicator;Thethirdistooptimizeresourceallocnon-profitorganizationstoallocateresourcesreasonablythroughthebalancedscorecard,andimproveresourcecontinuousimprovementmechanism,whichpromotesthecontinuousimprovementandenhancementofnon-profitorganizationsthroughregularperformanceevaluationandinthestudyofperformanceevaluationofnon-profittheperformanceevaluatorganizationsthatincludesmission,efficiencyinfluence;Palmeretal.(2010)emphasizedtheimportanceofofperformanceevaluationfornon-profitorganizationsconstructionofindicatorcapabilities,anddevelopmentpotentialbasedonthecharacteristicsofnon-profitorganizations;LiuHong(2012)conductedin-depthdiscussionsontheapplicTakingTUniversityasaaspects:firstly,performanceevaluationbasedonresearchachievementconversionrateScorecardintouniversmanagement,scientificresearchandinnovation,etc;Thethirdperspective,suchasdrawingonadvancedpcompetitivenessofTunitheoreticalfoundationandpracticalreferencefortmanagementtool,hasbediversegoalsofnon-profitorgaevaluationmethodandpracticeofnon-probasedontheBalanced三、研究方法basedontheBalancedScorecard.Intermsofresearchmethods,Throughliteratureresearch,thedevelopmenttrajectory,Scorecardtheoryinnon-profitorganizationperformanceScorecardintheperformanceevaluationofnon-profitorganizations,providingatheoreticalbasisfoTUniversity.Bycollectingrelevanorganizationalstructure,strategicgoapractices,effectiveness,andexistingproblemswhenusingtheBalancedScorecardfin-depthinterviewswiththemanagementofTUniveroftheBalancedScorecard,providingpracticalbasisforquestionnaireisaimedatthefacultyandstudentsofTThroughstatisticalanalysisofquestionnaircaseanalysis,andquestionnairesurveyanalyzetheperformanceevaluationpracticesofnon-profitThroughthecomprehensiveapplicationofintroducetheBalancedScorecardasaperforThroughtheBalancedScorecardfundingandreducingpercapitathesegoals,TUniversityhasstrengthenedcooperationwithinternalresourceallocation,andimprovedtheefficiencyofCustomerdimension:Intermsofcustomerdimension,TUniversityisstudent-centered,gainedanunderstandingoftheneedsandexpectationsofstudentsandemployers,ionthecoordinateddevelopmentofteaching,scientificresearch,andsocialservicesintheinternalbusindimension.Throughtheinternalbusinessprocesses,prcollaborationbetweenLearningandgrowthdimensions:Intermsoflearningastudents.Throughthebalancedscorecardkeyperformanceindicatorssuchasfacultytraining,furtschoolhasincreasedinvestmentinteachertraining,improvingfourdimensions:finance,customers,internalemployershasalsosignificantlyincreBalancedScorecard,continuouslyimproveitsperformancecomprehensiveprogressoftheschool.五、研究結(jié)果與討論Thisstudyuseduniversity.Throughin-depthanalysisofthestrategicgoals,internaloperations,customerfeedback,financialperformance,andlearningandgrowthofTUniversity,wehaveobtainedtheIntermsofstrategicobjectives,TUniversityhasaclearstrategicpositioning,aUniversityhasperformedwellinformulatingandimplementingrecommendedthatTUniversgoalsandclarifytdevelopmenttoensurethesmoothachievemeinternalprocessoptimization.ItisrecommendedthatTuniversitiesstrengthentherationalallocationofresources,optimizeinternalprocesses,andimproveefficiencytobettersupporttheachievementofsrecognizedintermsoftalentservicelevel,andotherstakeholderssuccontinuouslyimprovethequalityoftalentcIntermsoffinancialperformance,TUniversity'soverallimprovementintermsofdiversifiedfuntheirfundingchannels,strengthencostcontrolstaffandtheimprovementofscientificreenvironment,andpromotethepersonalgroorganizationaldevelopmentofemployees.performanceofnon-profitorganizationsinTuniversity,andTUniversity,initsfuturedevelorganization.Thisstudyalsoprovidesusefulreferencesainsightsforothernon-profitorganizationsinperfor六、結(jié)論與建議rchonthepfUniversity,thefollowingconclusionscanbgoals,butalsoensuresththeorganization'soquality,studentsatisfaction,intcomprehensivelyreflectingtheoverallperformanceoftheHowever,intheactualapplicationproceimplementationoftheBalancedScorecardrequiorganization'sstrategic