scholarly journals Evaluating the level of employee engagement in strategy implementation using the Balanced Scorecard

2019 ◽  
Vol 21 (2) ◽  
pp. 82
Author(s):  
Goitseone Klinck ◽  
Martha Esther Moraka
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Balanced Scorecard ◽  
Human Resources Management ◽  
Target Population ◽  
Research Strategy ◽  
Strategy Implementation ◽  
The Balanced Scorecard ◽  
And Performance

<p>The term ‘employee engagement’ has been debated in human resources management, with particular emphasis on discussions centred on employee motivation, job satisfaction and productivity. Recent research shifted focus to show its significance in performance management. Research is still scanty on the linkage of employee engagement, overall organisation performance and the strategic management process. This research aimed at assessing the role of employee engagement in strategy implementation using the Balanced Scorecard for a Ministry of Minerals Resources. Knowledge of the importance of engagement in the execution of the organisation’s strategy and performance management was sought and the role of leadership in driving employee engagement in the workplace. A quantitative research strategy was used to gather data from a target population of 120 participants through the use of questionnaires. Findings revealed that awareness of the importance of engaged employees in the execution of an organisation strategy is relatively high and can positively contribute to increased productivity and performance, particularly if the Business Scorecard tool is understood by all employees and appropriately cascaded to them. The study also recommended that a positive organisational culture be cultivated so that all employees have the same vision, motivation and drive to improve productivity.</p>

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals Contrôle de Gestion et Performance dans les Organisations Publiques Marocaines: Quelles Spécificités?

2017 ◽  
Vol 13 (19) ◽  
pp. 231
Author(s):  
Botaina Mjidila ◽  
Youssef El Wazani ◽  
Malika Souaf
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management Control ◽  
Management Tool ◽  
Balance Scorecard ◽  
Private Companies ◽  
The Balanced Scorecard ◽  
The Public ◽  
And Performance ◽  
The Impact

This paper focuses on the practice of Management Control within public organizations. Also, it provides an overview of the various constraints limiting the success of the implementation of this discipline in this type of organization. It also focuses on the impact of the implementation of a performance management system on these structures. Modernization and performance, two notions which is interdependent with the practice of management control, will also be mentioned in a synthetic way. In order to do this, we first present the concepts of modernization and performance. This was done according to different approaches. After then, it analyzed the performance management tool mostly used by private companies: "the management dashboard". Finally, the last part of this study will be devoted to discussing the relevance of the balanced scorecard developed by Norton and Kaplan. Also, they considered the balance scorecard to be the most appropriate tool in the public domain.

scholarly journals Strategy Implementation and Performance of Non Governmental Organizations in Kericho County, Kenya

2017 ◽  
Vol 4 (3) ◽  
pp. 34
Author(s):  
Kipkorir Sitienei Chris Simon ◽  
Daniel Kipkorir Ronoh
Keyword(s):  
Resource Allocation ◽  
Target Population ◽  
Strategy Implementation ◽  
Governmental Organizations ◽  
Board Of Governors ◽  
Non Governmental Organizations ◽  
New Strategy ◽  
And Performance ◽  
Goals And Objectives

Non-Governmental Organizations face problems related to planning, staffing, organizational change, influence ofleadership on allocation of resource and competition. The study focused on strategy implementation and performance.The objectives were; to investigate the effect of resource allocation, role of staff involvement, influence of rewardsystems, effect of operating procedures and role of communication on performance. The study is important toNon-Governmental Organizations, board of directors, donors and government. The study used McKinsey 7s model,survey research design. The target population was 37 the organizations and 349 members of the management team.Stratified technique was used to categorize the management into Board of Governors, managing directors, managersand heads of departments/project officers. A sample size of 151 respondents was selected from the categories. Datawas collected and analyzed using descriptive and inferential statistics with the aid of Statistical Package for SocialSciences (SPSS) version 21. The analyzed data was presented in form of frequency distribution tables. The findingsindicated that Strategy operationalization through resource allocation (allocation of money, adequate personnel andstaff involvement to implement new strategies) and operating procedures (staff training, policies, guiding principlesto ensure compliance to organization’s strategy, procedures, capacity of management, strategic guidance of topmanagement) affect performance to varying levels , Strategy institutionalization, through communication and rewardsystem (clear goals and objectives, strategy direction, strategy clearly communicated, performance recognitionsystem, effort based rewards and rewards system linked to new strategy affect performance differently.

scholarly journals Digital Transformation: Challenges for Human Resources Management

2021 ◽  
Vol 7 (1) ◽  
pp. 365-375
Author(s):  
Anton Florijan Barišić ◽  
Joanna Rybacka Barišić ◽  
Ivan Miloloža
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Business Models ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Employee Relations ◽  
Future Research

The global economic situation and need to be better prepared for competitive challenges put pressure on modern companies to shift toward automation and digitalization. As a consequence of rapid technological development and the speed of change and therefore forced transformation of business models and work design, organizations are faced with a need for a massive change of features and an extended role of HR management processes. To be able to drive future organizational performance, HR leaders and professionals are required to make changes in the skills and competencies they have and to acquire and possess new ones. The critical components of a digital transformation strategy that can help achieve a competitive advantage are human capital, intellectual capital, and knowledge. The purpose of this paper is to explore and elaborate on the contemporary position and the changing function of HRM in light of digital transformation. In that sense, a comprehensive analysis of available literature has been conducted addressing the domains of HR planning, reward management, performance management, employee engagement, training and development, health and safety, employee relations, as well as their change under the influence of digital transformation. As the main conclusion of this research, it can be stated that although digitalization, i.e., digital transformation, strongly affects HR practices and procedures specifically by using human resources information systems, the role of HR in contributing to the digitization strategy is not sufficiently emphasized. However, it can be argued that the results of this research represent a valuable contribution to future research and can certainly be an important benchmark for organizations when preparing strategies to respond to the challenges of the digital age. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

scholarly journals Using the balanced scorecard as a performance management tool in higher education

2020 ◽  
Vol 35 (1) ◽  
pp. 10-21
Author(s):  
Mark Anthony Camilleri
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Relevant Literature ◽  
Organizational Capacity ◽  
Structured Interview ◽  
Management Tool ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
And Performance

This article presents a critical review of the relevant literature on managerialism and performance management in higher education. Afterwards, it features an inductive research that involved semi-structured interview sessions with academic members of staff. The interpretative study relied on the balanced scorecard’s (BSC) approach as it appraised the participants’ opinions and perceptions on their higher education institution’s (HEI) customer, internal, organizational capacity and financial perspectives. The findings have revealed the strengths and weaknesses of using the BSC’s financial and non-financial measures to assess the institutional performance and the productivity of individual employees. In sum, this research reported that ongoing performance conversations with academic employees will help HEI leaders to identify their institutions’ value-creating activities. This contribution implies that HEI leaders can utilize the BSC’s comprehensive framework as a plausible, performance management tool to regularly evaluate whether their institution is (i) delivering inclusive, student-centred, quality education; (ii) publishing high-impact research; (iii) engaging with internal and external stakeholders; and (iv) improving its financial results, among other positive outcomes.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

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