Abstract:
The performance
management is a strategic and integrated
approach for long-time success of the
activity of agricultural companies, by
improving the performance of the
organization, teams and individuals. In
search of success, the performance
management uses a variety of models,
techniques and methods, some taken from
other systems and improved and others of
its own, focusing on strategy and
differentiating features that provide a strong
competitive advantage. The Balanced
Scorecard (BSC) model identifies several
dimensions of the organization, representing
areas where organizations need to achieve
results at department, team or individual
level. According to the type of the
agricultural company, there can be esential
financial aspect, customers, internal
processes, knowledge and learning, service
quality, market share etc. The company
under study, S.C. Agrocomplex Lunca
Paşcani S.A., is representative in terms of
ownership, farm and profile of the
agricultural production in Moldavia region.
According to the methodology developed,
starting from the strategy of S.C.
Agrocomplex Lunca Paşcani S.A. we
identified the strategic objectives for each
situation and the level of reaching the
objectives using several indicators. In the
second stage of the BSC analysis, the
indicators are defined according to the
management priorities of S.C. Agrocomplex
Lunca Paşcani S.A. in four categories,
corresponding to the four dimensions of the
classical model: customer perspective,
perspective of processes within the
company, employee perspective and
financial perspective.
