Amaratunga, Dilanthi, Baldry, David and Sarshar, Marjan (2001) Process improvement through performance measurement: the balanced scorecard methodology. Work Study, 50 (5). pp. 179-189. ISSN 0043-8022Metadata only available from this repository.
One of the hallmarks of leading‐edge organisations – be they public or private – has been the successful application of performance measurement to gain insight into, and make judgements about, the organisation, and the effectiveness and efficiency of its programmes, processes, and people. The balanced scorecard (BSC) is a widely used management framework for the measurement of organisational performance. The BSC concept suggests that the state of processes of an organisation can be best assessed by taking a “balanced” view across a range of performance measures. This article seeks to offer an insight into the BSC, the key features of the concept and issues that must be addressed in its implementation as a process improvement technique. Further, it identifies the BSC methodology as a means of deploying strategic direction, communicating expectations, and measuring progress towards agreed objectives.
|Subjects:||H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
|Schools:||School of Art, Design and Architecture
School of Art, Design and Architecture > Global Disaster Resilience Centre
|Depositing User:||Sharon Beastall|
|Date Deposited:||21 Apr 2016 11:50|
|Last Modified:||21 Apr 2016 11:50|
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