Volume 20, Issue 2 (2024)
ioh 2024, 20(2): 326-340 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Elham K, Ebrahimi H, Taheri F, Rafieepour A, Moradi Hanifi S. Evaluation of the HSE-MS Using by Balanced Scored Card and SWOT Approach (A Case study of region 4, District 22 of Tehran). ioh 2024; 20 (2) :326-340
URL: http://ioh.iums.ac.ir/article-1-3531-en.html
URL: http://ioh.iums.ac.ir/article-1-3531-en.html
Iran University of Medical Sciences , sabermoradi22@yahoo.com
Abstract: (716 Views)
Introduction: While the Health, Safety, and Environmental Management System may be successfully implemented, there is no guarantee of its performance quality. Therefore, the existence of a comprehensive performance evaluation system is essential for continuous improvement of these systems. This research aims to investigate the performance of the Health, Safety, and Environmental Management System using the Balanced Scorecard and its impact on system performance improvement.
Method: it is a descriptive-analytical study conducted through a survey method. Initially, theoretical studies were conducted, and then the Balanced Scorecard (BSC) model was implemented in the HSE system. Following that, a conceptual model was designed to assess the performance of the HSE management system using a Balanced Scorecard, and finally, the HSE management system’s performance was examined.
Result: Based on the calculation of the importance coefficients for external and internal factors, the results indicate that when evaluating external factors, threats outweigh opportunities, and in evaluating internal factors, strengths dominate weaknesses. Therefore, the Municipality of Region 4, District 22 in Tehran is currently in a favorable position as it has very good strengths compared to internal weaknesses and can respond to external threats by leveraging opportunities. Additionally, the research shows that after implementing the BSC, the HSE management system places the highest importance on financial and customer indicators in terms of the balanced scorecard dimensions, while it has weaker performance in the internal process dimension compared to another strategic dimension. Therefore, attention to the internal process component and its enhancement in the HSE domain is essential.
Conclusion: The Result shows that implementing the BSC can lead to the improvement of the HSE management system's performance.
Method: it is a descriptive-analytical study conducted through a survey method. Initially, theoretical studies were conducted, and then the Balanced Scorecard (BSC) model was implemented in the HSE system. Following that, a conceptual model was designed to assess the performance of the HSE management system using a Balanced Scorecard, and finally, the HSE management system’s performance was examined.
Result: Based on the calculation of the importance coefficients for external and internal factors, the results indicate that when evaluating external factors, threats outweigh opportunities, and in evaluating internal factors, strengths dominate weaknesses. Therefore, the Municipality of Region 4, District 22 in Tehran is currently in a favorable position as it has very good strengths compared to internal weaknesses and can respond to external threats by leveraging opportunities. Additionally, the research shows that after implementing the BSC, the HSE management system places the highest importance on financial and customer indicators in terms of the balanced scorecard dimensions, while it has weaker performance in the internal process dimension compared to another strategic dimension. Therefore, attention to the internal process component and its enhancement in the HSE domain is essential.
Conclusion: The Result shows that implementing the BSC can lead to the improvement of the HSE management system's performance.
Type of Study: Research |
Subject:
HSE
Received: 2023/07/11 | Accepted: 2024/01/15 | Published: 2023/12/31
Received: 2023/07/11 | Accepted: 2024/01/15 | Published: 2023/12/31
References
1. Yan L, Zhang L, Liang W, Li W, Du M. Key factors identification and dynamic fuzzy assessment of health, safety and environment performance in petroleum enterprises. Safety science. 2017;94:77-84. [DOI:10.1016/j.ssci.2016.12.022]
2. Zokaee M, Falahati M, Asady H, Rafee M, Najafi M, Biabani A. Development and validation of a practical model for quantitative assessment of HSE performance of municipalities using the impact of urban management system components. Journal of Health & Safety at Work. 2019;9(2).
3. Kaplan RS, Norton DP. Strategy maps: Converting intangible assets into tangible outcomes: Harvard Business Press; 2004. [DOI:10.1108/10878570410699825]
4. Kang J, Zhang J, Gao J. Improving performance evaluation of health, safety and environment management system by combining fuzzy cognitive maps and relative degree analysis. Safety science. 2016;87:92-100. [DOI:10.1016/j.ssci.2016.03.023]
5. Davis S, Albright T. An investigation of the effect of balanced scorecard implementation on financial performance. Management accounting research. 2004;15(2):135-53. [DOI:10.1016/j.mar.2003.11.001]
6. Azimi M, Vosoghi S, Mirlavasani M. Investigating the Impact of Using Balanced Scorecard Model on Safety, Health and Environment Management System Performance: A Case Study. Iran Occupational Health. 2017;14(2):1-14.
7. Aujirapongpan S, Meesook K, Theinsathid P, Maneechot C. Performance evaluation of community hospitals in Thailand: An analysis based on the balanced scorecard concept. Iranian journal of public health. 2020;49(5):906. [DOI:10.18502/ijph.v49i5.3207]
8. Beheshti AR, Kamali K, Arghami S, Mohammadi A. Assessing the Performance of the Health, Safety and Environment Management System (HSE) using the Modified Balanced Scorecard Model. Journal of Iranian Medical Council. 2018;1(2):87-95.
9. Adler M, Ziglio E. Gazing into the oracle: The Delphi method and its application to social policy and public health: Jessica Kingsley Publishers; 1996.
10. Barjasteh Nezhad S, Kazemi M, Pooya A. Performance Evaluation with a Combination of Balanced Scorecard Model and the Fuzzy Best-Worst Method (Case Study: Mashhad City Train Operation Company). Journal of Industrial Management Perspective. 2022;12(3, Autumn 2022):173-201. [DOI:10.52547/jimp.12.3.173]
11. Haas EJ, Yorio P. Exploring the state of health and safety management system performance measurement in mining organizations. Safety science. 2016;83:48-58. [DOI:10.1016/j.ssci.2015.11.009]
12. Molavi Vardanjani R, Rafati M, Zaeimdar M. Assessment of the Function of the Health, Safety and Environmental Management System (HSE) in the Dry Milk Factory of Pegah Shahr E Kord with the Balanced Scorecard Approach. Journal of Environmental Science and Technology. 2020;22(9):115-27.
13. Zokaee M, Falahati M, Asady H, Rafee M, Najafi M, Biabani A. Development and validation of a practical model for quantitative assessment of HSE performance of municipalities using the impact of urban management system components. Journal of Health and Safety at Work. 2019;9(2):145-56.
14. Kaplan RS, Kaplan RE, Norton DP. Strategy maps: Converting intangible assets into tangible outcomes: Harvard Business Press; 2004. [DOI:10.1108/10878570410699825]
15. Naseri A, Sepehri M, Mahmoudi S. Strategic performance evaluation of Health, Safety and Environment (HSE) based on Balanced Scorecard (BSC), the case study of a corporation in energy industry. Iran Occupational Health. 2014;11(1):79-94.
16. Kaplan RS, Norton DP. Transforming the balanced scorecard from performance measurement to strategic management: Part 1. Accounting horizons. 2001;15(1):87-104. [DOI:10.2308/acch.2001.15.1.87]
17. AZIMI M, VOSOUGHI S, MIRI LSMR. EVALUATING THE EFFECT OF BALANCED SCORECARD MODEL ON PERFORMANCE OF HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT SYSTEM: A CASE STUDY. 2017.
18. Tavassoli M, Saen RF, Zanjirani DM. Assessing sustainability of suppliers: A novel stochastic-fuzzy DEA model. Sustainable production and consumption. 2020;21:78-91. [DOI:10.1016/j.spc.2019.11.001]
19. Kotler P, Armstrong G. Marketing management, analysis, planning, implementation, and control, Philip Kotler: London: Prentice-Hall International; 1994.
20. Quezada LE, Reinao EA, Palominos PI, Oddershede AM. Measuring performance using SWOT analysis and balanced scorecard. Procedia Manufacturing. 2019;39:786-93. [DOI:10.1016/j.promfg.2020.01.430]
21. Hoque Z, James W. Linking balanced scorecard measures to size and market factors: impact on organizational performance. Journal of management accounting research. 2000;12(1):1-17. [DOI:10.2308/jmar.2000.12.1.1]
22. Malina MA, Selto FH. Communicating and controlling strategy: an empirical study of the effectiveness of the balanced scorecard. Journal of management accounting research. 2001;13(1):47-90. [DOI:10.2308/jmar.2001.13.1.47]
23. Mamabolo A, Myres K. Performance measurement in emerging market social enterprises using a balanced scorecard. Journal of Social Entrepreneurship. 2020;11(1):65-87. [DOI:10.1080/19420676.2018.1561499]
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
