Designing a Comprehensive Performance Evaluation Model for the Principals of Towhid Herat Schools Based on the Balanced Scorecard Approach

Subject Areas : Educational Science

Mahmoud Rezai ^{1 *} , Elham Fariborzi ² , Nazia Sadat Nasseri ³

1 - Department of Educational Sciences, Mashhad Branch, Islamic Azad University, Mashhad, Iran
2 - Assistant Professor, Department of Educational Sciences, Mashhad Branch, Islamic Azad University, Mashhad, Iran.
3 - Assistant Professor, Department of Educational Sciences, Mashhad Branch, Islamic Azad University, Mashhad, Iran.

Received: 2025-06-10 Accepted : 2025-08-18 Published : 2025-07-02

Keywords: Performance Evaluation, Principal Performance, Balanced Scorecard, School Leadership,

Abstract :

The present study aimed to design a comprehensive performance evaluation model for the principals of Tohid schools in Herat based on the Balanced Scorecard (BSC) approach. Methodologically, the research is applied in terms of purpose and employs a mixed-methods design (qualitative–quantitative). In the qualitative phase, the statistical population included experts, university faculty members, and senior managers and specialists from the Herat Department of Education and Herat University, selected through purposive sampling. In the quantitative phase, the population consisted of all principals, vice-principals, and senior experts working in Tohid educational institutions and schools. Based on Morgan's table, a sample of 103 individuals was selected through random sampling. Data collection tools included the Delphi technique, document analysis, library research, and semi-structured interviews in the qualitative phase, and a researcher-made questionnaire in the quantitative phase. The questionnaire items were derived from the qualitative data. The findings led to the identification of several components and indicators across the four perspectives of the BSC framework. Specifically, four components and 38 indicators were identified in the learning and growth perspective; four components and 69 indicators in internal processes; two components and 29 indicators in the financial perspective; and four components and 59 indicators related to stakeholders. Ultimately, a conceptual model for evaluating managerial performance was developed based on these findings.

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