Yulitasari, Rima Semiarty

HOSPITAL PERFORMANCE MEASUREMENT ANALYSIS ISLAM IBN SINA WITH BALANCED SCORECARD (BSc)

Introduction

Hospital performance measurement analysis islam ibn sina with balanced scorecard (bsc). Analyze Islam Ibn Sina Hospital performance using Balanced Scorecard. Discover key indicators, identify areas needing improvement, and guide strategic planning for balanced growth and community satisfaction.

Abstract

Performance measurement is an important factor for companies in assessing success. Performance measurement usually only focuses on financial measures, resulting in company managers only being oriented towards short-term profits. The results of measuring performance indicators in each perspective, some have reached the target/standard and some have not. Of the 28 performance indicators measured, 13 indicators have reached the standard/standard (46%), while the other 15 indicators (56%) have not reached the standard/target. The results of performance measurement obtained can be the basis for determining strategic plans. Community satisfaction based on budget usage so that more appropriate strategic planning must be made by taking into account the four aspects of performance in a balanced manner.

Review

This paper addresses a critical and highly relevant topic in healthcare management: the need for a comprehensive performance measurement system beyond traditional financial metrics. The application of the Balanced Scorecard (BSc) framework at "Islam Ibn Sina" hospital is a commendable approach, aiming to provide a more holistic view of organizational success and counter the common pitfall of short-term profit orientation. The abstract effectively highlights the inherent value of a balanced perspective for informing strategic planning, making a strong case for the study's relevance. The abstract presents some key findings, indicating that out of 28 performance indicators measured, 13 (approximately 46.4%) met their targets, while 15 (approximately 53.6%) did not. This quantitative outcome provides a clear initial snapshot of the hospital's performance and identifies specific areas requiring attention. However, the abstract is somewhat sparse on crucial methodological details. It does not elaborate on how the Balanced Scorecard was implemented, the specific indicators chosen for each of the four perspectives, the data collection methods, or the timeframe of the analysis. Furthermore, the phrasing "Community satisfaction based on budget usage" is slightly ambiguous and could benefit from clearer integration into the standard BSc perspectives. A minor inaccuracy regarding the percentages (46% and 56% summing to 102%) should also be rectified. Despite these limitations in the abstract, the overarching importance of the topic and the judicious choice of the Balanced Scorecard framework suggest that the full paper holds significant potential. For the complete manuscript to maximize its impact, it would need to provide a robust methodology section, clearly detailing the operationalization of the BSc, the data sources, and the process of target setting. A deeper analytical discussion on *why* certain indicators succeeded or failed, coupled with specific, actionable strategic recommendations derived from these findings, would greatly enhance the paper's contribution to both academic understanding and practical application in hospital management. With such comprehensive elaboration, this study could offer valuable insights for healthcare institutions striving for balanced and sustainable performance.

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