Designing a Model for Evaluation of Bank Managers’ Performance Using AHP-BSC Approach (Case Study of Mellat Bank Branches in Tehran)

The simplest source for change in banks is the capability of human resources. Lack of giving authority and freedom of action for employees, forming meetings only with the presence of managers and supervisors, entrusting work below the level of education, the skills and expertise of the employees will reduce the efficiency and, as a result, the performance of the bank, reflecting the performance of managers. Evaluation of the performance of managers is crucial in facilitating organizational effectiveness. Much attention has been paid to the role of performance evaluation in recent years. An effective performance evaluation system can bring several benefits to organizations and their employees. In the present study, given the importance of evaluating the strategic performance of managers, the combination of two models of the Analytic Hierarchy Process (AHP) and balanced scorecard (BSC) is used to provide a comprehensive model of managers' performance. Important indicators are first evaluated. Then, considering the different dimensions of the subject of study (performance management), a comprehensive model taking into account all the dimensions is presented.


2-5-Review of literature
A research was conducted by Ruhollah Askari (2013) entitled "Evaluation of the efficiency of hospitals affiliated to Yazd University of Medical Sciences using a quantitative approach of data envelopment analysis". According to the research results, one of the most important suggestions is the use of other performance evaluation methods, such as a balanced scorecard to compare with the results of the present study to identify and guide inefficient units to improve the efficiency for hospitals with high level performance. In a study conducted by Maryam Ebrahimi (2013) entitled "evaluation of the relationship between strategic management of information systems with balanced scorecard and information systems performance", the alignment relationship between strategic management of information systems and balanced scorecard and the performance of information was recognized essential. The results of this research suggest that an increase in the alignment of strategic management of information systems with a balanced scorecard leads to an increase in the performance of the information system and vice versa. Banker et al (2016) conducted a BSC analysis of the performance measurement scale in the US telecommunication industry. The results showed that two of the three non-financial metric scales did not require any kind of give and take by financial scale, while the third non-financial scale (percentage of commercial access lines) should be evaluated by the financial scale and should be appropriately incorporated into the performance evaluation system. Abran and Buglione (2016) argued that the traditional BSC could not automatically integrate perspectives into a single perspective, so the frameworks did not inhibit the participation of each goal in the entire BSC. A multidimensional performance model was proposed for integrating the BSCs using a quality factor plus technical, social, and economic dimensions of the BSC for IT organizations.

Methodology
The research method is descriptive in terms of the data collection method and survey in terms of classification of descriptive studies. Among survey research methods, the research is a Delphi survey type. It is also an applied study in terms of objective. The subject scope of the study is the identification of indicators related to the performance evaluation of banks' managers. The spatial scope of this research is the management of evaluation performance of Mellat Bank Branches of Iran, including General Directorate for investigation of plans and credit, located at Taleghani Street in Tehran. The time period of research is a six-month period from the beginning of spring until the end of the summer of 2017. A non-randomized purposeful method was used in this study. Accordingly, out of 50 people of our research population, 8 experts were selected (2 leading managers and 6 senior experts) as the statistical sample of the research .To collect the data and information needed for research, library and field methods were used. For calculating and preparing the data and descriptive analysis of the questionnaires, Excel and SPSS software were used.

Analysis of data 4.1. Distribution of frequency of samples in terms of gender, age, and level of education
The distribution of frequency of 128 completed questionnaires shows that out of 77 people selected, 60.16% are male and 39.84% are female. Approximately, 43% of the samples are in the age group of 20-30 years old, 28% are in the age group of 30-40 years, 18% in the age group of 40 to 50 years, and 11% in the age group of over 50 years. In addition, about 7% have a diploma, about 11% have an associate degree, 45% have a bachelor's degree, 33% have master's degrees, and 4% have a Ph.D. degree.

Analysis of data using the SWOT model
In this section, the answer of the employees to questionnaire questions is specified.    The relevant BSC matrix was designed and the factors affecting the evaluation of Mellat managers were determined through a balanced scorecard model, so that the factors are selected for input variables of the FAHP model after being screened and verified by the experts.

4-1-Classification of factors based on the BSC model
The objective of this section is to classify the factors of SWOT model in three areas of customer orientation, growth and learning, and internal and financial processes.

Main factors Secondary factors
Learning of growth and education Young managers with high level of education Match of managers' field of study with organizational positions of the service place Continuous attitude to human resource education and development Allocating budget for educational activity Weakness in the educational system due to the lack of updated job description in organizational units Weakness in the relationship between education and development programs for employees and performance evaluation and employee promotion systems Weakness in planning to attract outstanding students for training courses Increased attention to education and development of human resources in respect to customer paying special attention to education and development of human resources in the evolution program of the banking industry Possibility of using university advisers and resources for training human resource Development of online educational services The lack of paying serious attention to education and development of efficient workforce in the banking industry Time-consuming licensing process for implementing educational programs High financial costs for educational courses and seminars lack of meeting the needs of the banking industry education in the education chapters of high education

Financial and internal processes
Proper payment of benefits Updated equipment and information technology Using employees' encouragement and punishment systems Using performance evaluation results in employee promotions non-implementation of employee selection and appointment criteria Non-complete implementation of employee evaluation system Low level of participation with employees in making decision on issues related to the bank The negative attitude of employees towards the performance of some managers in the fair payment of benefits Emphasis on the level of employee productivity in the degree of accuracy in work and creating flexibility in employees Writing justification plans and receiving specific budgets from the government and the central bank Creating a sense of family cooperation and human resource development Creating a sense of respect for organizing the organization and the relevant unit in in performing the affairs within the specified intervals Variable economic conditions of the relevant bank Lack of knowledge on political and economic dimensions of the environment The shortage of specialized workforce, especially in the specific areas in the considered branch customer Lack of sufficient knowledge of the updated scientific and academic experiences in the area of providing service for customer Reduced efficiency and performance of the manager in dealing with customers Paying insufficient attention to the employees deserving the appreciation in the customer-orientation issue Extension of the public organizational culture among employees and the lack of sufficient motivation in employees to provide service and in customer-orientation

4-4. Introduction of the sub-indicators affecting the evaluation of the performance of Mellat Bank managers
As general and collective agreement of experts is considered as a criterion for making a decision in the Delphi method, we collected the data in three stages and asked the experts to confirm or change their answers according to the views and the reasons of other experts. Finally, the general agreement of experts screened the indicators shown in Table 5 and Table 14 and presented 14 final indicators of the performance evaluation of the Mellat Bank managers, shown in Table 6.  The manager's efforts in developing and enhancing the general and specialized awareness of employees in providing customer service -increasing efficiency and performance of the manager in dealing with customers Extension of the public organizational culture among employees and the lack of sufficient motivation in employees to provide service and in customerorientation

4-5-Weighting and ranking of dimensions and indicators of suppliers' evaluation indicators by the FAHP technique -Weighting and ranking of managers' evaluation dimensions
Step 1: Forming Fuzzy Group Decision Making Matrix Using the Triangular Fuzzy Numbers Spectrum, a pairwise comparison was conducted on the elements of the Mellat Bank managers' evaluation dimensions, including the performance of dealing with customer, financial performance and internal processes, and performance of learning, growth and education by eight experts. Then, the matrix of mean fuzzy importance of experts about dimensions was formed as Table 7. Then, using the Chang fuzzy hierarchy process analysis technique, we weighted the main dimensions of the managers' performance evaluation. For example, the method of calculating the matrix of the pairwise comparison of factors and their normal weight is as follows. The results of the weighting factors are as shown in Table 9.    Table 9, the dimension of performance of education, growth and learning ranked first, internal processes ranked second, and the performance of dealing with the customer ranked third. Accordingly, weighing and ranking were performed for indicators.

• Weighing and ranking of Mellat Bank managers' performance evaluation
The results of weighting the indicators and coefficients of their importance are shown in Tables 10, 11, 12. According to Table 10, in the dimension of the performance of education, the growth and learning, seventh indicator (meeting the needs of the banking industry education in the education chapters of high education) ranked first and the fifth (development of online educational services), the sixth (paying serious attention to the education, development and enriching the efficient workforce in the banking industry), the fourth (the use of advisors and university resources for human resource development), the third (allocation of budget for educational activities), the second (continuous attitudes toward education and human resource development) and the first (match of the field of the study of managers with organizational positions of service place) indicators ranked second to the seventh, respectively.  According to Table 11, in the dimension of financial performance and internal processes, the third indicator (Emphasis on the level of employee productivity in the degree of accuracy in work and creating flexibility in the employees) ranked first and fourth indicator (creating a sense of respect for organizing of the organization and the relevant unit in performing the affairs during the specified intervals), the second indicator (implementation of employee performance system and employing using employee encouragement and punishment systems) and the first indicator (updated equipment and information technology) ranked second to the fourth, respectively. According to Table 12, in the dimension of performance of dealing with customer, the third indicator (Extension of the public organizational culture among employees and the lack of sufficient motivation in employees to provide service and in customer-orientation) ranked first, and the second indicator (increasing efficiency and performance of the manager in dealing with customers) ranked second and the first indicator (the manager's efforts in developing and enhancing the general and specialized awareness of employees in providing customer service) ranked third.
• Measuring the inconsistency rate of the pairwise comparison matrix In this research, the inconsistency rate for all pairwise comparison matrices after the defuzzification of the matrices is measured through method using the EXPERT CHOICE11 software. The results are shown in Table  13. According to Table 13 Table 12. After collecting the questionnaires, they entered the EXCEL2013 software and the mean weight was taken from experts' views. The results of the fuzzy group decision making matrix are presented in Table 15. Negative indicators are marked with gray color. • Step 2: Normalizing the decision-making matrix In this step, we normalize the fuzzy numbers of Table 15. For this purpose, we divide the triangular fuzzy number of each component into the largest fuzzy number in that column (Max cij) for the positive and the benefit indicators. For the negative and cost results, we divide the smallest triangular fuzzy number of that column (Min aij) by all the fuzzy numbers of that column, and then, we replace the numbers of rows together. In this step, we form the normalized fuzzy decision matrix R  .

• Step 3: Creating a normal weight matrix
In order to create a normal weight matrix, the importance of the results should be multiplied in the normalized matrix numbers to obtain a normal weight matrix.  Table 17 shows the distance between the fuzzy positive ideal solution and the fuzzy negative ideal solution.   Step 6: Calculating closeness coefficients and prioritizing the options By determining the closeness coefficient, the final step for ranking all options can begin and decision-makers can select the best branch manager among the three studied branches. Table 19 shows the results of calculating the closeness coefficients of managers of the three branches. According to Table 19, the Manager of Shahrake-Farhangian branch ranked first and manager of Khani Abadanu branch and manager of Khiaban-e Ejaredar branch ranked second and third, respectively.

Conclusion 5-1-Answering the first question: What indicators can be presented to evaluate the performance of managers of Mellat bank branches in Tehran?
After consulting and collaborating with the Mellat Bank managers and experts, the SWOT matrix was randomly sent to 128 employees of the Mellat Bank and returned to the researcher after completion. Using the data of the research questionnaire, the score for strengths, weaknesses, threats and opportunities was determined. In the BSC matrix, the SWOT model variables were classified into three areas of customer orientation, growth and learning, and internal process. The relevant BSC matrix determines the factors affecting the Mellat Bank managers' performance evaluation through a balanced scorecard model that the mentioned factors will be selected for input variables of the FAHP model after being screened and verified by the experts (Table 5).

Answering to the second question: What is the ranking of the performance evaluation indicators?
The mentioned factors as inputs for weighting and ranking of the dimensions and indicators of evaluation by managers with the FAHP technique do not have adequate quality. The experts of the bank included 8 people (2 leading managers and 6 senior experts) and selected as the statistical sample of the research and the Delphi method was used to analyze the factors ( Table 6).

5-3 Answering to the third question: How can the BSC-AHP model be used to evaluate the performance of managers of Mellat bank branches in Tehran? • Results of weighting and ranking of the dimensions and indicators of performance evaluation of managers
After weighing and ranking the indicators using the Fuzzy AHP technique, the results of which are presented in Tables (5), (6), (9) and (10), in the dimension of education performance, growth and learning ranked first and the dimensions of financial performance and internal processes and the performance of dealing with the customer ranked second and third, respectively. The results are presented in Table (10), In the dimension of performance of education, the growth and learning, seventh indicator (meeting the needs of the banking industry education in the education chapters of high education) ranked first and the fifth indicator (development of online educational services), the sixth indicator (paying serious attention to education, development and enriching the efficient workforce in the banking industry), the fourth indicator (the use of advisors and university resources for human resource development), the third indicator (allocation of budget for educational activities), the second indicator (continuous attitudes toward education and human resource development) and the first indicator (match of the field of study of managers with organizational positions of service place) ranked second to seventh, respectively. According to Table 11, in the dimension of financial performance and internal processes, the third indicator (Emphasis on the level of employee productivity in the degree of accuracy in work and creating flexibility in employees) ranked first and fourth indicator (creating a sense of respect for organizing of the organization and the relevant unit in performing the affairs during the specified intervals), the second indicator (implementation of employee performance system and employing using employee encouragement and punishment systems) and the first indicator (updated equipment and information technology) ranked second to fourth, respectively. According to Table 12, in the dimension of performance of dealing with customer, the third indicator (Extension of the public organizational culture among employees and the lack of sufficient motivation in employees to provide service and in customer-orientation) ranked first, and the second indicator (increasing efficiency and performance of the manager in dealing with customers) ranked second and the first indicator (the manager's efforts in developing and enhancing the general and specialized awareness of employees in providing customer service) ranked third.