• Jeevanraj

This paper presents an overview of studies that have described the emergence of innovative performance measurement systems. Performance measurement system has changed a lot in comparison to the past. The measurement results are real just when the comparisons apply between similar items. In traditional performance measurement approach, the most important goals of evaluation is performance measurement while modern approach has focused on evaluated growth and development capacity. Modern evaluation system results in satisfaction improvement, efficiency improvement, and finally improvement in effectiveness of organizational activities. In this changed business paradigm relying on only the financial measures, which are considered as the indicators of short-run performance, to measure the corporate performance is puzzling and often misleading. In order to remove this drawback, Balanced Scorecard added three additional perspectives covering operating aspects of an organization which exhibits not only the current position of the enterprise but also how it is progressing. This balanced scorecard translates an organisation’s strategy into performance objectives, measures, targets and initiatives. A proper balanced scorecard can predict the effectiveness of an organisation’s strategy through a series of linked performance measures based on four perspectives including finance, customers, internal processes, employee learning and growth.

Balanced Scorecard, Performance Management Tools, Management Control Systems

"MEASUREMENT OF CORPORATE PERFORMANCE THROUGH BALANCED SCORECARD", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.6, Issue 5, page no.401-412, May-2019, Available :http://www.jetir.org/papers/JETIR1905J59.pdf

"MEASUREMENT OF CORPORATE PERFORMANCE THROUGH BALANCED SCORECARD", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.6, Issue 5, page no. pp401-412, May-2019, Available at : http://www.jetir.org/papers/JETIR1905J59.pdf