FORM 2
THE PATENTS ACT, 1970
(39 of 1970)
&
THE PATENTS RULES, 2003
COMPLETE SPECIFICATION
[See section 10, Rule 13]
A SYSTEM AND METHOD FOR PERFORMANCE MEASUREMENT AND MANAGEMENT;
GLOBAL RURAL NETCO LTD., A COMPANY INCORPORATED UNDER THE LAWS OF INDIA, WHOSE ADDRESS IS GLOBAL VISION, ES-II, TTC INDUSTRIAL AREA, MIDC, MAHAPE, NAVI MUMBAI - 400710, MAHARASHTRA, INDIA
THE FOLLOWING SPECIFICATION
PARTICULARLY DESCRIBES THE INVENTION AND THE MANNER IN WHICH IT IS TO BE PERFORMED.

Background
A. Technical Field
The present invention relates to an automated method and system for performance measurement and management through effective linkage between contributing perspective.
B. Background of the Invention
Generally, the most common professionally managed type of performance measurement and management systems are Enterprise Resource Planning systems . These schemes pools data and the analyzing parameters from all the contributing perspective and analyze it in order to arrive at optimal organizational decisions.
As the need for the use of organizational data and information increases it becomes more compter for regular, canonical method to measure the performance of an organization manage and continuously improve the employed process.
The performance measurement has many beneficial uses such as: Set goals and standards Detect and correct problems Manage, describe and improve process Document accomplishments
Gain insight into and make judgments about the effectiveness and efficiency of programs processes and people.
Determine whether organizations are fulfilling their vision and meeting their customer-focused strategic goals.
provide measurable results to demonstrate progress towards goals and objectives

Determine the effectiveness of individual's part of the group/department/division/organization.
It is well known to those skilled in the art that there exist currently various systems for performance measurement and monitoring. However these systems have to handle vast and varied data from various parametric sources.
It is rare to find a performance measurement system that doesn't have problems so as to be adopted in an organization readily. Here are some of the pitfalls of measurement systems:
Amassing too much data - It results in ?information overload." So much so that managers and employees either will ignore the data or use it ineffectively.
Focusing on the short-term - Most organizations only collect financial and operational data. They forget to focus on the longer-term measures.
Failing to base business decisions on the data - A lot of managers make decisions based on intuition and past experience rather than the data being reported to them. If the data is valid, it should be used appropriately.
"Dumbing" the data - Sometimes data can be summarized so much that it becomes meaningless. If decisions are going to be based on the data, then the data needs to be reported clearly and understandably.
Measuring too little - Making business decisions with too little data is just as problematic as basing them on too much data.
Collecting inconsistent, conflicting, and unnecessary data - All data should lead to some ultimate measure of success for the company.
Driving the wrong performance - Exceptional performance in one area could be disastrous in another.
Encouraging competition and discouraging teamwork - Comparing performance results of one employee to another, sometimes creates fierce competition destroying a sense of teamwork.
Establishing unrealistic and/or unreasonable measures - Measures must fit into the organization's budgetary and personnel constraints and must be cost-

effective. They also must be achievable. Nothing can demoralize an employee quicker than a goal that never can be reached.
Failing to link measures - Measures should be linked to the organization's strategic plan and should cascade down into the organization (horizontal and vertical linkage).
Measuring progress too often or not often enough - Measuring progress too often could result in unnecessary effort and excessive costs, resulting in little or no added value. On the other hand, not measuring progress often enough puts you in the situation where you don't know about potential problems until it's too late to take appropriate action.
Asking the wrong questions/looking in the wrong places - Sometimes business executives ask who's too blame instead of asking what went wrong. They look for the answers in the people instead of the process. A faulty process makes employees look faulty.
Confusing the purpose of the performance measurement system - The purpose of a performance measurement system is not merely to collect data but rather to collect data upon which to make critical business decisions that will in turn drive business improvement.
Further the system shall be too rigid to adopt the business process and flows, thus resulting into failures due to improper linking and parameter handling. Hence it is evident that a system and method is required for providing measurement analysis through the relationship between measurement system, organization and the processes.
There is need in the art for measurement systems that shall support appropriately the organization structure and the organizational processes shall be fully embedded and integrated within, so as to have much higher probability of being effective and overcome disadvantages and limitations of prior art systems.
For the reasons stated above, which will become apparent to those skilled in the art upon reading and understanding the specification, there is a need in the

art for an automated method and system for analyzing the parametric testing data captured over a time sequence.
Summary of the Invention
A method and system for performance measurement and management of organization. The modules confining the system carry associative functions of the method for aligning the performance efforts of the Organization via departmental & individual action to the vision of the organization. A final report consists of the balance score card scorecard that allow focused execution of well - aligned objectives that in turn shall influence behavior throughout a business. The measurement systems that support appropriately the organization structure and the organizational processes that are fully embedded and integrated within, so as to have much higher probability of being effective
Brief Description of the Drawings
Reference will be made to embodiments of the invention, examples of which shall be illustrated in the accompanying figures. These figures are intended to be illustrative, not limiting. Although the invention is generally described in the context of these embodiments, it should be understood that it is not intended to limit the scope of the invention to these particular embodiments.
The above and other objects, features and advantages of the present invention will be more clearly understood from the following detailed description taken in conjunction with the accompanying drawings, in which:
Figure 1 depicts the levels of realization and extraction of the present invention.

Figure 2 shows a system for performance measurement and management as per one embodiment herein.
Figure 3 illustrates a flowchart for a system for trading exchange traded products as per an embodiment of present invention.
Detailed Description of the Drawings
Figure 1 depicts the levels of realization and extraction of the present invention.
The Fig. 2 defines the method and system for performance measurement and management as per an embodiment of present invention. The modules confining the system shall carry associative functions of the method for performance measurement and management.
The Input device referred as "ID" (102), receive the parameters from the external user as inputs which are the parameters used to set the benchmark.
The Input device link module referred as "IDLM" (104), through controlled operations by Central Control and Synchronization Unit referred as "CCSU" (110), synchronizes and links the input device to the memory module (106), Benchmark Module(108),
The Benchmark Module referred as "BMM" (108), determines a bench mark by processing, analyzing and linking various input parameters received from the input device
The Memory Module referred as "MM" (106), is a storage medium which stores and/or actively / passively updates the total database consisting of various classes of units/shares data.
The Central Control and Synchronization Unit referred as "CCSU" (110), which synchronize and control operations of all the modules constituting the system.

Arbitration- linkage module(ALM) for setting the arbitration-linkage module shall setup relationship between the different perspective elements for performance monitoring which is linked to benchmark parameters of the perspective elements as well as link the incentive distribution.
The output device link module referred as "ODLM" (114), through controlled operations by Central Control and Synchronization Unit (110), synchronizes and links the output device to the Arbitration-linkageModule(112).
The Output device referred as "OD" (116), provide the processed output to the user
The Fig. 3 illustrates a flowchart for a system for performance measurement and management as per an embodiment of present invention.
The system start its functioning by synchronizing and linking the input device and output device(201).
The system receives inputs at 202 which shall comprise many individual variables. These variables shall convey parameters for determining benchmark. These inputs are stored at memory(204).
Further the received inputs are fed to generate benchmarks (203). These benchmarks are stored at memory(204).
The benchmarks are then mapped to setup maturity & relationship(205) between the different perspective elements for performance monitoring which is linked to benchmark parameters of the perspective elements.
Then the, processed output is presented to the user(206)
Detailed Description of the Invention
The embodiments herein provide a method and system for performance monitoring and management . Further the embodiments can be easily implemented in various regulatory structures embedding performance measurement and management. The method of the invention can also be implemented as application performed by a stand alone or embedded system.

The invention described herein is explained using specific exemplary details for better understanding. However, the invention disclosed can be worked on by a person skilled in the art without the use of these specific details.
References in the specification to " one embodiment" or " an embodiment" means that a particular feature, structure, characteristic, or function described in connection with the embodiment is included in at lest one embodiment of the invention. The appearances of the phrase "in one embodiment" in various places in the specification are not necessarily all referring to the same embodiment.
The words "comprises/comprising", "generates/providing", "performing" and the words "having/including" when used herein with reference to the present invention are used to specify the presence of stated features, integers, steps or components but does not preclude the presence or addition of one or more other features, integers, steps, components or groups thereof.
Hereinafter, the preferred embodiments of the present invention will be described in detail with reference to the accompanying drawings. Reference now should be made to the drawings, in which the same reference numerals are used throughout the different drawings to designate the same or similar components. For clear description of the present invention, known constructions and functions will be omitted.
Parts of the description shall be presented in terms of operations performed by a computer system, using terms such as data, state, link, fault, packet, and the like, consistent with the manner commonly employed by those skilled in the art to convey the substance of their work to others skilled in the art. As is well understood by those skilled in the art, these quantities take the form of data stored/transferred in the form of electrical, magnetic, or optical signals capable of being stored, transferred, combined, and otherwise manipulated through mechanical and electrical components of the computer system; and the term computer system includes general purpose as well as special purpose data

processing machines, switches, and the like, that are standalone, adjunct or embedded.
Performance measurement systems succeed when the organization's strategy and performance measures are in alignment and when senior managers convey the organization's mission, vision, values and strategic direction to employees and external stakeholders. The performance measures give life to the mission, vision, and strategy by providing a focus that lets each employee know how they contribute to the success of the company and its stakeholders' measurable expectations.
Integration makes it possible for performance measures to be effective agents for change. If the measures quantify results of an activity, one only need compare the measured data with the desired goals to know if actions are needed. In other words, the measures should carry the message.
As per one of the embodiment of the present invention, the defined system shall be an effective tool for Performance measurement & management for an organization.
As per one of the embodiment of the present invention, method and system for performance measurement and management shall help in aligning the performance efforts of the Organization via departmental & individual action to the vision of the organization.
As per one of the embodiment of the present invention, the defined system is a strategic planning and management tool used to align business activities to the vision statement of an organization.
As per one of the embodiment of the present invention, the defined method of working shall give due emphasis on the linkage between departmental KPI's & shall be weightage to the corresponding organizational KPI & shall be weightages by clearly defining the methodology & format.
There are a number of sources that give us the major components of an integrated performance measurement system. Some of these components are the strategic plan, Key business processes, Stakeholder needs, Senior management

involvement, Employee involvement, Accountability for measures, A conceptual framework, Communication, A sense of urgency etc,
As per one of the embodiment of the present invention, the defined system shall consist of a database consisting of different parameters and data corresponding to perspective elements for performance monitoring and management. The system shall issue Balanced Score Card (BSC) by setting a relationship through the arbitration-linkage module where in the arbitration-linkage module shall setup relationship between different perspective elements for performance monitoring which shall be linked to benchmark parameters of the perspective elements. The benchmark shall be set through analyzing and linking various parametric inputs which shall be obtained from vision of the organization which shall be spread across various perspectives such as Finance, Customer, Processes and Learning & growth. The incentive distribution shall be linked through defining departmental weightages; assigning weightages to the parameters; identifing the departmental parameters linked with organizational goals; calculating parameter weightages for departmental objectives; calculating weighted averages for all KPI parameters organization wide; distributing the total Incentive amount against as a percentage of each organizational parameter; distributing the organizational parameter kitty amount to each departmental parameter based on departmental weighted averages.
In one embodiment of the system, the present invention have the financial perspective which shall examine, if the organization's implementation and execution of its strategy are contributing to the bottom-line improvement of the organization. It represent the long-term strategic objectives of the organization and thus it shall incorporate the tangible outcomes of the strategy in traditional financial terms eg. Return On Investment index, Cash Flow index, index of Return on Capital Employed, index of Reduction in COD/COGS
In one embodiment of the system, the present invention have the customer perspective which define the value proposition that the organization shall apply to satisfy customers and thus shall generate more sales to the delighted (i.e. the

most profitable) customer groups. The measures that shall be selected for the customer perspective shall measure both the value that shall be delivered to the customer (value proposition) which shall involve time, quality, performance and service, and cost, and the outcomes that shall come as a result of this value proposition eg. Customer Complaints & its resolution inddex, Customer retention rate, Quality performance index, Customer satisfaction index
In one embodiment of the system, the present invention have the process perspective which is concerned with the processes that shall create and shall deliver the required value proposition. It shall focus on all the activities and key processes may be required in order for the organization to excel at providing the value expected, both productively as well efficiently. These shall include both short-term and long-term objectives as well as shall incorporate innovative process development in order to stimulate improvement eg. Number of activities per function, Accident ratios & Environment compatibility, index of Compliance to Performance Measurement Matrices, Opportunity success rate . In one embodiment of the system, the present invention have the Learning & Growth perspective which shall be the foundation of any strategy and focuses on the intangible assets of an organization, mainly on the internal skills and capabilities that are required to support the value-creating internal processes. The Learning & Growth perspective may be concerned with the jobs (human capital), the systems (information capital), and the climate (organization capital) of the enterprise.
As an exemplary embodiment of the present invention, the system comprise of:
An Input device link module(IDLM) for synchronizing and linking the input device;
One or more input devices(ID) to input the parameters to set benchmark;
A benchmark module(BMM) for determining a bench mark by processing, analyzing and linking various input parameters received from the input device;

A memory module(MM) for storing and/or actively / passively updating the said total database consisting of various classes of units/shares data on a storage medium;
Arbitration- linkage module(ALM) for setting the arbitration-linkage module shall setup relationship between the different perspective elements for performance monitoring which is linked to benchmark parameters of the perspective elements as well as link the incentive distribution.. Output device link module(ODLM) for synchronizing and linking the output device;
Central control and synchronization unit(CCSU) for synchronizing and controlling operations of all the modules constituting the system;
One or more output devices(OD) to output the processed data.
The method for performance measurement and management receive various inputs consist of different parameters and data corresponding to perspective elements for performance monitoring and management. The method shall issue Balanced Score Card (BSC) by setting a relationship through the arbitration-linkage module wherein the arbitration-linkage module shall setup relationship between different perspective elements for performance monitoring which shall be linked to benchmark parameters of the perspective elements. The benchmark shall be set through analyzing and linking various parametric inputs which shall be obtained from vision of the organization which shall be spread across various perspectives such as Finance, Customer, Processes and Learning & growth.
The method for performance measurement and management shall clearly define goals and the targets to be achieved.
The method for performance measurement and management shall have KPI & relevant targets to be measurable & not intangibles so as to enable method to be an effective tool towards performance measurement.
The method for performance measurement and management shalt perform Identification of measures which shall be used to measure the actual performance and the progress.

The method for performance measurement and management wherein From the basket of the primary KPI's listed in organizational perspective elements (across the 4 broad matrix mentioned above) , individual departments shall choose the ones to which they shall be contributing - directly /indirectly, for defining their departmental KPI's and the respective Weightages, as part of the departmental performance measurement and management.
The method for performance measurement and management shall provide periodical reviews which shall be clearly defined & communicated.
The method for performance measurement and management shall develop strategy maps to achieve each target.
As per one embodiment of the present invention the exemplary parameters capturing data are as shown below:

Parameter Weightage Objectives Weightage for each KPI Measurement Parameter Target Targets Achieved(Review)

H1 H2
% Financial

KPI Weights Measure Goal

KPI Weights Measure Goal
% Customers

KPI Weights Measure Goal

KPI Weights Measure Goal
% Internal Processes

KPI Weights Measure Goal

KPI Weights Measure Goal
% Learning & Growth

KPI Weights Measure Goal

KPI Weights Measure Goal

The method for performance measurement and management shall comprise steps of:
Identification of Organizational Parameters Assigning weightsges to the parameters
Identification of departmental parameters linked with organizational goals
Calculation of parameter weightages for departmental objectives Derivation of KRA's of team members Implementation of review mechanism
The method for performance measurement and management shall identify the organizational parameters. This shall be the most crucial step of the process as departmental performance index and individual KRA's and respective weightages shall be linked to it.
The method for performance measurement and management wherein the inputs for identification of Organizational Parameters shall be Vision & Mission statements, long term & short term organizational objectives. It shall determine the critical success factors and performance indicators focusing the whole organization on the few key things needed to create breakthrough performance.
The method for performance measurement and management shall imperatively divide the parameter as per the percentage of emphasis which organization lays on them.
The method for performance measurement and management shall have the KPI's within each parameter which shall also be given weightages to further emphasize the criticality of key parameters.
The method for performance measurement and management shall Identify departmental parameters linked with organizational goals.
The method for performance measurement and management shall use a balanced set of measures to ensure that all the aspects of the departments

performance shall be covered such that any activity of a department which directly or indirectly contributes to an organizational KPI shall be captured.
The method for performance measurement and management shall help departments to align their objectives to organizational objectives and if required realign their activities for achieving the organizational targets.
The method for performance measurement and management shall calculate parameter weightages based on relevant KPI weightages wherein the method for calculating weightages shall comprise steps of:
Identification of organizational weightage for the selected KPI.
Conversion of selected KPI weightages , which shall be on a base of 100, to the base of organizational weightage. Ex: revenue weightage of 45 (which is on a base of 100) shall be converted on a base of 30( which shall be the weight assigned to Financial parameter in organization scorecard).
The conversion shall ensure that the department gives due importance to specific objectives and shall align it to organizational objectives.
Sum function shall be applied on all the scores. (Ex: Total=70)
The individual departmental KPI weightage shall be converted again to the base of 100 to derive at a percentage of weights of each parameter.
The method for performance measurement and management shall implement review mechanism, wherein the review mechanism, for each KPI & sub KPI shall capture following needs:
Measurement Parameter or formula Targets: Specific measurable objectives

Information sources: Systems, departments from where the information will be provided for assessment Frequency of data generation and review
An exemplary report i.e. a Balanced Score Card(BSC) that shall be derived at Organizational level is as shown below:

An exemplary report i.e. a balanced score card that shall be derived at a business department and shall be derived from BSC of the Organization is as shown below.
Also is shown the exemplary steps involved in conversion of Organizational Weightage to departmental weightage.

An exemplary report i.e. a Balanced Score Card(BSC)of a business department that shall be derived from BSC of the Organization is as shown below.
Also is shown the exemplary steps involved in conversion of Organizational Weightage to departmental weightage. The conversion shall ensure that the department gives due importance to specific objectives and aligns it to organizational objectives. The departmental BSC shall look like the table given below



scorecard shall allow focused execution of well - aligned objectives that in turn shall influence behavior throughout a business.
As BSC is a strategic planning and management tool which aligns business activities to the vision statement of an organization
Since individual performance is linked with the organizational goals and objectives, BSC is the ideal tool for distribution of incentives.
The method for performance measurement and management shall link the incentive distribution with organizational BSC through the following steps wherein the method defines the departmental weightages;
the method Assigns weightages to the parameters;
the method identifies the departmental parameters linked with organizational goals;
the method calculates parameter weightages for departmental objectives;
the method calculates weighted averages for all KPI parameters organization wide;
the method distribute the total Incentive amount against as a percentage of each organizational parameter.

the method distribute the organizational parameter kitty amount to each departmental parameter based on departmental weighted averages.
Example:Given below is the illustration of incentive distribution based on evaluation of departmental Balanced score card and arriving at a kitty amount for each department.
Let's assume the total incentive amount to be distributed across organization is Rs. 100/-
Calculating weighted averages for all KPI parameters organization wide:
Each departmental parameter has its weightage against the organizational weightage of that parameter. Considering that as a base, the weighted average is to be calculated for each parameter across all departments. The same is calculated as below:


Distributing the total Incentive Amount against as a percentage of each organizational parameter:
The total Incentive amount is to be bifurcated further based on the Parameter weightages organization wide. This will give the kitty amount for each performance parameter across the organization. The same can be worked out as below:


Distribution of Incentive Kitty amongst the departments:
Once the incentive kitty is distributed amongst the organizational KPI parameters, it is important to distribute the same within the departments, based on their departmental weighted average of such performance parameters. This will help the organization in linking the incentive payouts to the actual performance of individuals aligned to the business goals. The below table shows method of such distribution:


The defined method and system structure shall have potential to meet requirements for a Performance measurement & management tool in various industries across the world. The structure is extremely simple and easier from risk monitoring perspective. This structure can be also be designed as an omnibus vehicle for various underlying.

WE CLAIM:
1. A system for performance monitoring and management comprising: Input device link module(IDLM) for synchronizing and linking the input device;
One or more input devices(ID) to input the parameters to set benchmark;
A benchmark module(BMM) for determining a bench mark by processing, analyzing and linking various input parameters received from the input device;
A memory module(MM) for storing and/or actively / passively updating the said total database consisting of various classes of units/shares data on a storage medium;
Arbitration-linkage module(ALM) for setting a relationship through the arbitration-linkage module where in the arbitration-linkage module is configured for:
setting relationship between different perspective elements for performance monitoring which are linked to benchmark parameters of the perspective elements.
Setting the benchmark by analyzing and linking various parametric inputs
Linking the incentive distribution by defining: departmental weightages; assigning weightages to the parameters; identifing the departmental parameters linked with organizational goals;
calculating parameter weightages for departmental objectives;
calculating weighted averages for all KPI parameters organization wide;
distributing the total Incentive amount against as a percentage of each organizational parameter;

distributing the organizational parameter kitty amount to each departmental parameter based on departmental weignted averages
Output device link module(ODLM) for synchronizing and linking the output
device;
Central control and synchronization unit(CCSU) for synchronizing and
controlling operations of all the modules constituting the system;
One or more output devices(OD) to output the processed data.
2. The system according to claim 1, wherein said input device link module synchronizes and links the system to input device.
3. The system according to claim 1, wherein said input device is a keyboard and /or another computer and /or cell phone and /or personal digital device.
4. The system according to claim 1, wherein said output device link module synchronizes and links the system to output device.
5. The system according to claim 1, wherein said output device is a Display device and /or printer.
6. The system according to claim 1, wherein the Benchmark module is a processor.
7. The system according to claim 1, wherein input data is comprise of various inputs such as strategic plan, Key business processes, Stakeholder needs, Senior management involvement, Employee involvement, Accountability for measures, A conceptual framework, Communication, A sense of urgency, Finance, Customer, Processes and Learning & growth, departmental KPI's and /or other variable whose value can be derived in objective and non disputable manner is captured and set through analysis and linking to link it to the units/ shares of various class data from the storage device.

8. The system according to claim 1, wherein a data storage device storing and/or actively / passively updating the said total database consisting of various classes of units and / or shares data on the storage medium
9. The system according to claim 6, wherein said storage medium is a hard drive and /or floppy disc and /or CD ROM disc and /or thumb drive.
10. The system according to claim 1, wherein the Arbitration-linkage module is a processor having arbitration logic implemented and configured for:
a. setting relationship between different perspective elements for
performance monitoring which are linked to benchmark
parameters of the perspective elements.
b. Setting the benchmark by analyzing and linking various
parametric inputs
c. Linking the incentive distribution by defining:
i. departmental weightages;
ii. assigning weightages to the parameters;
iii. identifing the departmental parameters linked with
organizational goals; iv. calculating parameter weightages for departmental
objectives; v. calculating weighted averages for all KPI parameters
organization wide; vi. distributing the total Incentive amount against as a
percentage of each organizational parameter; vii. distributing the organizational parameter kitty amount to
each departmental parameter based on departmental
weighted averages

11. The system according to claim 1, where in the system provide options for setting up goals and the targets to be achieved.
12. The system according to claim 1, wherein the Arbitration-linkage module setup relationship between the different perspective elements for performance monitoring which is linked to benchmark parameters of the perspective elements as well as link the incentive distribution..
13. The system according to claim 1, wherein the Arbitration-linkage module derives balanced score card.
14. A method for performance monitoring and management comprising steps of:
Synchronizing and linking the input device for receiving inputs; Receiving the parameter inputs for determining benchmark; Determining the bench mark by processing, analyzing and linking various parameter inputs received from input device; setting a relationship through the arbitration-linkage module where I n the steps for setting relationship comprise of:
setting relationship between different perspective elements for performance monitoring which are linked to benchmark parameters of the perspective elements. Setting the benchmark by analyzing and linking various parametric inputs
Linking the incentive distribution by defining: departmental weightages; assigning weightages to the parameters; identifing the departmental parameters linked with organizational goals;
calculating parameter weightages for departmental objectives;
calculating weighted averages for all KPI parameters organization wide;

distributing the total Incentive amount against as a percentage of each organizational parameter; distributing the organizational parameter kitty amount to each departmental parameter based on departmental weighted averages; Synchronizing and linking the output device to output the processed data output.
15 The method of claim 14, wherein the step of receiving inputs, receives
various inputs such as strategic plan, Key business processes,
Stakeholder needs, Senior management involvement, Employee
involvement, Accountability for measures, A conceptual framework,
Communication, A sense of urgency, Finance, Customer, Processes
and Learning & growth, departmental KPI's and /or other variables.
16. The method of claim 14, wherein the step of setting up Benchmark, sets the benchmark through processing, analyzing and linking various inputs.
17. The method of claim 14, wherein the step of arbitration and linking, sets relationship between different perspective elements for performance monitoring which shall be linked to benchmark parameters of the perspective elements.
18. The method of claim 14, wherein the step of arbitration and linking, sets relationship between different perspective elements for performance monitoring which shall be linked to benchmark parameters of the perspective elements to obtain Balanced Score Card.

19. The method of claim 14, wherein Balanced Score Card (BSC) is issued by setting a relationship between different perspective elements for performance monitoring which shall be linked to benchmark parameters of the perspective elements
20. The method of claim 14, wherein regular distribution of incentive is through direct relation with Balanced Score Card.
21. The method of claim 14, clearly define goals and the targets to be achieved.
22. The method of claim 14, perform Identification of measures which shall be used to measure the actual performance and the progress
23. The method of claim 14, provide periodical reviews;
24. The method of claim 14, develop strategy maps to achieve each target
25. The method of claim 14, calculate parameter weightages based on relevant KPI weightages
26. The method of claim 14, implement review mechanism
27. The method of claim 14, link the incentive distribution with organizational BSC wherein the steps for linking the incentive distribution with organizational BSC comprise of:
defining the departmental weightages;
Assigning weightages to the parameters;
Identifying the departmental parameters linked with organizational goals;
calculating parameter weightages for departmental objectives;

calculating weighted averages for all KPI parameters organization wide;
distributing the total Incentive amount against as a percentage of each organizational parameter.
distributing the organizational parameter kitty amount to each departmental parameter based on departmental weighted averages.
28. The method of claim 14, have operational capability to measure daily entitlement of parametric distribution of incentives.