Using the BSC Model to Evaluate the Financial Performance of the Urban Water and Wastewater Industry

Among the different models so far proposed for the guiding and evaluation of organizational performance, the balanced scorecard (BSC) model is the only one that has been found capable of guiding an organization towards its goals from the lowest to the topmost levels in an integrated, sustained, efficient, and effective manner. The model in question is based on the goals and strategies adopted by an organization and it is, thus, a holistic approach that envisions the organization in all its aspects, leading to sysnergy among all the organization’s divisions. Moreover, the model has been found capable of lifting the inadequacies in performance evaluation systems in firms which strive to comply with financial milestones that draw heavily on reducing the unit price through practicing scales of economy and mass production.
The present study initially investigates the effects of employing the criteria inherent to the BSC model on the financial performance evaluation of the urban water and wastewater industry. The required data are collected from 35 companies forming the statistical population over a four-year period from 2007 to 2010. The (four) independent variables belong to the SCR model and performance evaluation (i.e., sales efficiency rate) accounts for the independent one. Due to the insignificance of the coefficients of independent variables and the lack of correlation among the dependent ones, the step-by-step method is employed to enter the values for the variables into the model when testing the research hypotheses. The new model is found to confirm all the hypotheses. Moreover, a direct relationship is established between the SCR criteria, on the one hand, and the firm’s performance, on the other, such that any improvements in SCR evaluation criteria directly lead to improvements in performance. Finally, a value equal to unity obtained for hypothesis selection indicates the strong linear relationship holding between the financial SCR criteria and financial performance evaluation.
Application of SCR to evaluate the financial performance of firms helps managers gain an understanding of most bilateral relations by striking balances among financial viewpoints, customer views, internal organization processes, and learning. Thus, it can serve as a guiding and control system to achieve organizational goals. Moreover, the process helps a greater sharing of views among managers and staff members to form a unified vision of the goals and the strategies to achieve those goals. Finally, the model can assist firms in evaluating their financial status, fiscal performance, and financial flexibility through creating an audit trail..