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المستخلص This study addressed the topic of performance measurement and evaluation systems aiming to provide an Accounting framework to develop performance measurement and evaluating systems in the banking sector that can be named as Banking Balanced Scorecard (BBSC). This framework was established through the integration between Balanced Scorecard (BSC) and one of the supervisory risk assessment systems (CAMELS). To achieve the objective of the study, it was divided into the following chapters: The first chapter: In this chapter the researcher presented the problem of the study, its objectives, and the importance that led to carry out this research. Moreover the researcher reviewed some of the most important previous research related to the topic of the study, through which the researcher revealed the gab in those research attempting to bridge this gab. The second chapter: In this chapter the Balanced Scorecard was presented with its perspectives, its causal relationships that distinguish the (BSC) from other performance measurement systems, and the uniqueprocesses that make the (BSC) a strategic managerial system. At the end of the chapter, the effectiveness of relying solely on the (BSC) in measuring the performance in the banking sector was evaluated. This evaluation revealed that the (BSC) has two sides of insufficiency. The first is the absence of both local supervisory authorities and international organizations interested in global financial stability from the stakeholder list that the (BSC) is supposed to serve, whereas these local and international parties are considered the most important stakeholders in the banking sector. The second side relates to the concentration of the (BSC) on profitability portion in the financial perspective ignoring other portions related to stability and soundness which are not less important than profitability in the banking sector. The third chapter: This chapter addressed the nature of banking activities, the risks surrounding these activities, and the supervisory risk assessment systems ‐ including (CAMELS) system – that are designed to deal with these activities. The components of the (CAMELS) systems, and the mechanism through which banks are ranked were also shown. At the end of the chapter, the effectiveness of using(CAMELS) as an internal system for performance measuring was evaluated. The evaluation revealed no constraints on using that system as internal managerial tool. However, the sole reliance on (CAMELS) to measure performance makes the performance measurement system a traditional – non strategic – one because (CAMELS) heavily concentrate on financial historical measures and lacks non‐financial measures that help determining performance derivatives which assure differentiation and strong competing position. The fourth chapter: The researcher, in this chapter, presented the proposed framework based on what the theoretical part revealed. The proposed framework with its five perspectives deals with the shortcomings that both (BSC) and (CAMELS) suffer from. The proposed framework allows banks to evaluate performance from all aspects (long and short term, financial and non‐financial, profitability related and soundness related) by integrating the financial aspects related to soundness that are contained in (CAMELS) with the profitability aspect that is contained in (BSC) to formulate the financial perspective for the proposed framework. Furthermore, the proposedframework adds a fifth perspective to the traditional (BSC) perspectives, where the added perspective represents the corner stone for the proposed framework, by which all other perspectives are affected. The fifth chapter: in this chapter, the proposed framework that was built upon the theoretical part was examined practically, where the hypothesized causal relationships contained in the proposed framework were tested by simple and multiple linear regressions. In closing, the researcher presented the study results and recommendations, where several results were obtained, some of the most important results are: 1‐ There are statistical evidences supporting the existence of causal relationships between management quality perspective and the Balanced Scorecard’s traditional perspectives. 2‐ There are statistical evidences supporting the existence of causal relationships among Balanced Scorecard’s traditional perspectives. 3‐ No statistical evidence was found to support the existence of causal relationship betweenmanagement quality perspective and capital adequacy portion of financial perspective. 4‐ There are statistical evidences supporting the existence of causal relationships between both management quality and customer perspectives and liquidity portion of financial perspective when the effect of the year 2011 was neutralized. 5‐ No statistical evidence was found to support the existence of causal relationships between learning and growth perspective and both assets quality and sensitivity to market risk portions of financial perspective. Based on the study results, several recommendations were concluded, some of which are: 1‐ Recommending Libyan banks to adopt the proposed framework as most of the obtained results revealed the validity of executing the proposed framework on Libyan largest bank. 2‐ Recommending Libyan Legislative Bodies to adjust arcle (68) of Banks’ law for the year (2005) to include higher standards for the positions of banks’board of directors and senior management to improve management quality. 3‐ Recommending Libyan central bank to issue rules organizing the work of banks’ board of directors. These rules must include the minimum number of board of directors’ full‐time members who are responsible for supervising capital adequacy, and liquidity risk. 4‐ Recommending Libyan investment ministry to create an appropriate investment climate that can help banks to invest their surplus of cash. |