Applying the balanced scorecard (BSC) to develop key performance indicators (KPIs) at TTT corporation = Ứng dụng mô hình thẻ điểm cân bằng để xây dựng hệ thống chỉ số chính đo lường kết quả công việc tại Công ty Cổ phần xây dựng và thương mại TTT

• Main Author: Phan, Thị Hồng Thi
• Other Authors: Đỗ, Xuân Trường
• Format: Theses and Dissertations
• Language: English
• Published: 2020
• Subjects: Công việc > Đo lường kết quả ; Đánh giá công việc ; Mô hình thẻ điểm cân bằng ; Quản trị kinh doanh; 658.306
• Online Access: http://repository.vnu.edu.vn/handle/VNU_123/91575
• Institution: Vietnam National University, Hanoi

This title is designed to evaluate the current work performance and apply the Balanced Scorecard (BSC) model to the practical measurement system of TTT Corporation at the period of 2014-2017. The BSC model consists of four aspects like as the original published by Kaplan & Norton in 1996 and integrated with some others. The study method used in this thesis is collecting, synthesizing and analyzing data to seek the consensus when developing KPIs. The research results have formed the BSC system including the strategic map of TTT Corporation during 2014-2017. The BSC at the corporate level with 22 objectives and KPIs measures strategic objectives of the Corporation. The BSC at departments is allocated according to four aspects of the BSC model. The author has proposed the application of research results for TTT Corporation. The research has also shown the limitations of the title and the next study direction. The thesis structure consists of the introduction, three main chapters and the conclusion. The introduction presents the reason why the study has been made, thereby identifying the study objectives, limiting the scope, objects and method of the study and the practical meaning of the title. Chapter 1 presents the basic theory related to study problem solving, including the BSC theory applied in work performance measurement, strategic management and KPI theory. Chapter 2 introduces TTT Corporation and evaluates the current performance measurement system. Chapter 3 presents the steps and results of building up the BSC model at TTT Corporation to form a strategic map, KPIs and the BSC at the corporate, department and staff level, proposing the application of research results. The conclusion generally evaluates the execution progress, the results while pointing out the study limitations and the next direction as recommended.