Providing a model of Performance Evaluation of University of Hormozgan with Balanced Scorecard (BSC), Hierarchical Analysis (AHP) and Systems Dynamics (SD) Combined

The university is an organization with a clear mission, which requires the evaluation of its performance in order to make the best use of its resources and to meet more and more goals. In the performance appraisal system, a balanced scorecard is one of the most popular tools but has some limitations. Therefore, the purpose of this research is to develop a hybrid model of balanced scorecard, hierarchical analysis and dynamic systems to evaluate the performance of University of Hormozgan efficiently and effectively.This empirical research applied descriptive-survey method. The target population of this study is university-aware experts. The sampling in this study is purposeful. In this study, factors affecting performance evaluation of Hormozgan University in Balanced Scorecard were first defined. Then the weight of the criteria and sub-criteria were determined by AHP method. Accordingly, five indicators that were more important in improving university performance were selected as the main and key indicators. Research quality from "Research, Innovation and Technology" position in student rating and satisfaction from "customer" aspect of university competitive "growth and learning" and service improvement from "internal processes" balanced scorecard as the most important performance indicators were chosen. The causal relationship between the indices was determined by system dynamics.After completing the model, the required data were collected from the university for a period of seven years (from 1390 to 1397). After simulating and modeling university success factors in Vensim software, simulation of changes in these factors from 1390 to 1406 was simulated. At the end of the simulation, it was found that research quality indices, ranking, competitiveness and service quality have had a moderate upward trend between 1390 and 1397, which is expected to continue upward with 1406. Then, based on the simulation results, the study of the University Strategic Plan and the opinion poll of experts, indicators of increased sabbatical leaves for academic staff members, and training courses for students and increased number of students  attendances to scientific and educational communities and conferences, increased funding for educational, welfare and research facilities from The financial dimension and the increasing number of recruited faculty members  from the internal processes dimension of the Balanced Scorecard for development of promotion have been introduced as improvement policies