طراحی مدل مدیریت عملکرد سازمانی با رویکرد کارت امتیازی متوازن مطالعه موردی: شرکت برق منطقه‌ای خراسان

زمینه و هدف: در عصر حاضر، سازمان‌هایی می‌توانند در عرصه رقابت به بقاء ادامه دهند که به طور مستمر برای بهبود عملکرد خود تلاش نمایند و این امر مستلزم ایجاد یک ساختار مدیریت عملکرد جامع است. این پژوهش با هدف ارائه مدل مدیریت عملکرد سازمانی با رویکرد کارت امتیازی متوازن در شرکت برق منطقه‌ای خراسان انجام گرفت.روش شناسی: در این راستا از استراتژی تحلیل مضمون به‌عنوان یکی از روش‌های بنیادین تحلیل کیفی جهت طراحی مدل استفاده گردید. ابزار گردآوری داده‌ها، مصاحبه نیمه‌ساختاریافته بود که با 13 نفر خبره منتخب به روش نمونه‌گیری قضاوتی تا رسیدن به اشباع نظری ادامه یافت.یافته ها: بر طبق نتایج تحقیق، مدل مدیریت عملکرد سازمانی با رویکرد کارت امتیازی متوازن در چهارعنصر شناسایی و تایید گردید: عوامل تاثیرگذار بر عملکرد سازمانی (شرایط علی، عوامل تسهیلگر، شرایط محیطی)، ابعاد و معیارهای عملکرد سازمانی با رویکرد کارت امتیازی متوازن، راهبردهای مدیریت عملکرد سازمانی که منجر به پیامدهای درونی و بیرونی مدیریت عملکرد سازمانی نظیر بهبود در ارائه خدمات و جلب رضایت ذی‌نفعان می‌گردد.نتایج: این مطالعه ضمن ارائه یک تجربه عملی برای پیاده‌سازی کارت امتیازی متوازن می‌تواند نقش موثری را در فراهم نمودن یک چهارچوب مناسب مدیریت عملکرد و مدل مفهومی مفید برای تحقیقات آتی نیز ایفا نماید.

designing an organizational performance management model with a balanced scorecard approach the case study of khorasan regional electricity company

background and aim: in the present age, organizations can survive in the field of competition that continuously strive to improve their performance and this requires the creation of a comprehensive performance management structure. this study has aimed to design an organizational performance management model with a balanced scorecard approach for khorasan regional electricity company (krec).methodology: thematic analysis strategy has been used as one of the basic methods of qualitative analysis to design the model. the data collection tool was a semi-structured interview including 13 selected experts using judgmental sampling that continued until theoretical saturation.results: based on the findings, the organizational performance management model with a balanced scorecard approach was identified and confirmed in four elements including influencing factors on organizational performance (causal conditions, facilitating factors, environmental conditions), dimensions and criteria of organizational performance with a balanced scorecard approach, strategies of the organizational performance management, which lead to internal and external consequences of the organizational performance management such as service improvement and stakeholder satisfaction.conclusion: the study can play an effective role in designing a suitable framework for performance management and a useful conceptual model for future investigations while providing practical experience for the implementation of the balanced scorecard. extended abstract introduction currently, management experts view performance management as a tool and framework for moving organizations towards their goals and improving performance at various levels of the organization. the theoretical foundations of performance management show that the management literature mostly focuses on measurement and evaluation approaches. performance in the public sector is a complex and multidimensional concept, and government organizations suffer from severe inefficiencies in performance management. effective implementation of performance management in public services faces various challenges such as resistance to change, insufficient resources, lack of incentives, and removal of implementers in the initial stages. the khorasan regional electric company, whose shares are 100% owned by the government and managed by tavanir, is not exempt from this issue. working experience in the khorasan regional electric company and conducting a process review of the company's performance management, as well as optimization in other regional electricity companies, have proven that there is no comprehensive model for organizational performance management, and only various evaluation procedures of monitoring devices are used as a criterion. this not only deprives us of the benefits of credible and useful systems but also imposes significant costs such as unnecessary attention to non-functional dimensions, excessive anxiety and pressure on managers to make decisions, and so on, on the organization. given the above research gap and the necessity of establishing a performance management system in executive agencies based on article 81 of the law on the administration of country services, this study aims to design an organizational performance management model using a balanced scorecard approach for the khorasan regional electric company. therefore, the research questions are: what is the organizational performance management model using a balanced scorecard approach for the khorasan regional electric company? what are the influential factors on the organizational performance of the khorasan regional electric company? what are the dimensions and criteria of organizational performance using a balanced scorecard approach for the khorasan regional electric company? what are the strategies for organizational performance management in the khorasan regional electric company? what are the consequences of organizational performance management in the khorasan regional electric company? methodologyin this study, the strategy of brown and clarke's thematic analysis was used as one of the fundamental qualitative analysis methods to design an organizational performance management model using a balanced scorecard approach for the regional electric company of khorasan. the data collection tool was a semi-structured interview that continued until theoretical saturation was reached, using purposive sampling with 13 selected experts. the steps of implementing the thematic analysis technique in this study are as follows: after identifying the research objectives and questions, the researcher collected and recorded the data obtained from the interviews for thematic analysis. then, initial (open) coding of the data was performed using maxqda software and previous research coding and inferential methods. next, the researcher categorized the different codes into broader themes, organizing themes, and focused themes. in the next step, a thematic network was drawn, a specific answer was provided to the research questions and discussions were held about the relationship created between each theme and other themes. in addition, in this study, to evaluate the quality and credibility of the research results, the guba and lincoln criteria of credibility, transferability, dependability, and confirmability were used. results and discussion based on the results obtained from the thematic analysis technique, the organizational performance management model using a balanced scorecard approach was identified and confirmed in four elements: influential factors on organizational performance, dimensions and criteria of organizational performance using a balanced scorecard approach, performance management strategies that lead to internal and external consequences of organizational performance management such as improving service delivery and satisfying stakeholders. the research model is presented in figure (1). figure 1. organizational performance management model with a balanced scorecard approach in khorasan regional electricity company  conclusion the survival and presence of organizations in the global arena depend on the implementation of the principle of continuous improvement, which is achievable through improving performance management (salehi and salaki, 2016: 121). the present study focuses on the use of the performance concept at the organizational level with a centralized management approach and aims to design an organizational performance management model using a balanced scorecard approach for the regional electric company. the model presented in this study has a more comprehensive perspective than previous evaluation models and adds new dimensions to it. for example, the customer aspect in the balanced scorecard has been enhanced to include relationships with stakeholders, including not only subscribers but also interactions with tavanir company, network management, contractors, suppliers, etc. this study, while presenting a useful conceptual model for performance management and evaluation, can play an effective role in providing a suitable framework for future research. fundingthere is no funding support. authors’ contributionall of the authors approved thecontent of the manuscript and agreed on all aspects of the work. conflict of interestauthors declared no conflict of interest. acknowledgmentswe are grateful to all the scientific consultants of this paper.