Measuring the managerial performance of TV companies

Abstract

A multiple criteria managerial performance measurement model is generalized in this paper for Taiwanese TV companies. The balanced scorecard (BSC), combination of both financial and non-financial perspectives and criteria, creates a more accurate performance measurement system because it offers a more complete view of a business and can lead to better business decisions. Due to the interdependent relations in decision making, we apply analytic network process (ANP) that tolerates the interrelated relationship among the perspectives and criteria to handle such problems. After reviewing the literatures about the BSC, we collect criteria for managerial performance assessment. To avoid the complicated computing process from additional pairwise comparisons of the ANP, we interview the 105 executives to retain the 12 critical criteria, including: Proposal, Employees' satisfaction, Turnover, Film, Data, Program, Quality, Customers' satisfaction, Market, Revenue, Budget and Profit. According to the hierarchy, Taiwanese TV companies could measure the managerial performance more effectively. A specialized Excel software program was made to facilitate the decision-making process.

Keywords and phrases:

• Analytic network process
• balanced scorecard
• performance measurement