چكيده فارسي :
امروزه سازمان‌ها،زمان، انرژي ومنابع قابل توجهي را صرف ارزيابي عملكرد خود در جهت دستيابي به اهداف استراتژيك تعيين شده مي‌كنند. اما بررسي‌ها حاكي از آن است كه نظام‌هاي ارزيابي عملكرد سنتي با شرايط حاكم و ساز و كارهاي ارزش آفرين مطرح در سازمان‌هاي مدرن امروزي تناسب ندارند و به ارزيابي ارزش حاصل از دارايي‌هاي نا مشهودي، مانند دانش كاركنان،روابط سازمان با مشتريان و تامين كنندگان و فرهنگ‌هاي نوآورانه وفادار نيستند.
در اين مقاله، دستاوردهاي پژوهشي را در ارتباط با موضوع تدوين مدلي به منظور شناسايي و رتبه بندي شاخص‌هاي ارزيابي استراتژيك سيستم بانكي با استفاده از رويكرد جديد به مدل كارت امتياز متوازن مورد بررسي قرارداده ايم. جامعه مورد بررسي شامل شعب مختلفي از بانك‌ها در يكي از شهرستان‌هاي كشور بوده است. اين اطلاعات در طول يك سال جمع آوري و تجزيه وتحليل شده است. در اين رابطه 163 شاخص به طور كلي شناسايي شده كه از اين تعداد 16 شاخص اصلي به چهار چشم انداز از مدل كارت امتياز متوازن مربوط بوده كه چهار شاخص اصلي مربوط به چشم انداز ياد گيري و رشد، سه مورد به چشم انداز فرايند و يادگيري، پنج مورد مربوط به چشم انداز مشتري و چهارمورد به چشم انداز مالي مربوط بوده است. در اين مقاله وزن واهميت شاخص‌هاي زير مجموعه هر كدام از چشم اندازها نيز تحت عنوان شاخص‌هاي فرعي آورده شده است كه از اين تعداد 127 شاخص از مستندات مالي شعبه استخراج شده است(مربوط به اسناد ومدارك داخلي شعبه) و 36 شاخص نيز از نظر سنجي از خبرگان بانكي به دست آمده است. با استفاده از پرسشنامه‌هاي معتبر نطر سنجي صورت گرفته است و از مديران با استفاده از ماتريس‌هاي AHP و تهيه بردارويژه به جمع آوري اطلاعات پرداخته شده است كه بعدا با شيوهAHP گروهي، جمع بندي آن‌ها در مقاله آمده است.
چكيده لاتين :
Today, organizations spend a considerable time, energy, and resources to evaluate themselves in order to accomplish their strategic objectives. Nonetheless, the researches indicates that the traditional performance evaluation systems are not in accommodation with the dominant circumstances and current value creating activities of to dayʹs modern organizations, and are not loyal to the evaluation of the value of invisible assets such as employeeʹs knowledge, organization relations with its customer and sponsors, and entrepreneurial cultures.
In this paper, we discuss about the research findings which is about formulation of a model in order to identify and rank the banking system strategic evaluation indexes using the new approach to the balanced score card model. The research population consists of different branches of the banks in one of the provinces of the country. This information are collected and analyzed during one year. In this regard, generally, 163 indexes are identified which among them, 16 numbers of main indexes are related to four perspective of the balanced score card, in which four main indexes are related to the learning and development perspective, three indexes are related to the process and learning perspective, five indexes are related to customer perspective, and four indexes are elated to the financial perspective. Also, th.e weigh and significance of the sub-indexes of each perspective is explained under the title of subclass indexes. Among these subclasses, 127 indexes are derived from the banks branches financial documents (relating to the internal documents of the banks branches), and 36 indexes are identified using interviews with banks experts. The greatest numbers of the interview indexes are related to the development and learning perspective (94.40 percent) and the lowest numbers are related to the internal process (6.50 percent). In addition, financial and customer perspectives
had the significance of 6.70 and 22.44 percents respectively. and generally we had included the opinions of 66 numbers of banking experts and 12 senior managers of banks, which is collected via valid interview questionnaires. The information regarding mangers is collected thru AHP matrixes which are described later in the paper. The dimensions of these tables are at least 3 X3 and at most lOX 10. Also, the adaptability rate of each of these individual matrixes is less that 0.10. Ultimately, summation of the resultant weights
in each of the perspectives is based upon a hierarchy model under the title of method 0 f weighted and ranked sum and the significance of perspectives are: financial 0.468, customer 0.228, internal process 0,153, and learning and development 0,141, Also the weights of subclass indexes are depicted in a hierarchal illustration.
Some findings of the survey are as follow:
1. The data description table, collected in this survey
2. The table relating to the questionnaires validity evaluation, and categorization the subjects, using the
division method.
3. The number of operating perspectives, relating to this survey
4. The number of mentioned indexes of this model and categorization of the researched1. The data
description table, collected in this survey
5. Describing the weights and significance of each of the indexes relating to the surveyed perspectives
