Performance & Compensation Management Annotated Bibliography

Andrews (2014) pulled together considerable amounts of research about performance management from around the world and came to four conclusions:

Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the effectiveness of your employees. (Chapter 2) Motivation: The Not-So-Secret Ingredient of High Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen G. (2007). Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. & Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey School of Business Foundation. Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School Publishing. Cambridge, MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company behind the charts. Harvard Business School Publishing. Cambridge, MA. Katzenbach, J. & Smith, D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard College. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive. 9 (1), 7-14 Download on class site Kramer, R.M. (2003). The harder they fall. Harvard Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company: Corporate Strategy. Harvard Business School Press.

There is no doubt that a Balanced Scorecard is a great management tool to restructure a company’s culture and formulate an aggressive strategy. Yet, it has its weaknesses. Implementation into an existing operation is very time consuming and involves a lot of man-hours to formulate a plan so everyone understands how the tool works. Initially, when the Schmall presented “Act to Win”, to the executives, that had to go through a two

A balanced scorecard is a popular management tool that evaluates a company’s performance with both financial and nonfinancial measures (Hendricks). This concept was developed after the realization that a company could not determine its success by one factor (Manzoni 193). Organizations are complex, often consisting of multiple departments which have different goals and measures of success. Choosing one factor to explain the organization’s achievement as a whole is near impossible. “Financial indicators, for example, are typically considered to be ‘lagging indicators of performance,’ because they record

The purpose of this business report is to identify and analyse the benefit and usefulness of Newcroft hospital’s Trust Board on the concept of Kaplan’s and Norton’s (1996) Balanced Scorecard which was created almost 20 years ago in order to provide managers with a better performance measurement system of the organisation’s strategy. Furthermore, this business report will focus on a variety of secondary information sources and my knowledge based on the four Balanced Scorecard processes. Lastly, it will critically evaluate the benefit of the hospital’s Trust Board on the concept of Balanced Scorecard.

The use of balanced scorecard has been developed from the early use as a simple performance measurement framework, a complete strategic planning and management systems. The "new"

Kaplan and Norton (1996c) defined Balanced Scorecard as a framework that helps organizations translates strategy into operational objectives that drive both behaviour and performance. They realized that although traditional financial performance measures worked well for the industrial era, but were proving to be insufficient in measuring the abilities and competencies essential for survival in changing economic environment. Traditional performance indicators tend to measure financial and accounting aspects, impacting long-term productivity and profits, whereas, Balanced Scorecard provides the measures of synthetic indicators which companies should focus on, such as customer reactions, profits, quality and flexible production selection (Martin,

Balanced Scorecard is a strategic performance management framework that helps organizations to align strategies with both financial and non-financial measures to monitor progress, measure performance, prioritize and reveal improvement opportunities (Henderson, Gary & Mittl). BSC is generally implemented at the corporate level, but it is useful for all levels of the organization. It should not only act as an information system for corporate management, but form a basis for encouraging behavioral change in the organization in order to conform to the vision and

“Balanced Scorecard” System (BSC) is a strategic management concept introduced by Robert Kaplan and David Norton in the early 1990s. The Balanced Scorecard (BSC) contains both financial and operational measures on customer satisfaction, internal processes, and innovation and organizational improvement activities (Kaplan, Norton, 1992).

This report outlines the what the balanced scorecard is and how it is used as a tool used in the business industry. It outlines its historical development and analyses its usefulness and how it can be applied to key decisions.

Over the past two decades, with the growing understanding of the role of human capital in firm success, performance management has become increasingly important as ‘managers, be they in the public or private sector, are under constant pressure to improve the performance of their organizations’ (Holloway, Francis and Hinton 1999, p. 351). Not surprisingly, the theme has become the focus of many scholar enquiries as well (e.g. Fletcher and Williams 1996; DeNisi 2000; Thorpe and Beasley 2004). However, while several authors (e.g. Otley 1980; Armstrong 2000; Molleman and Timmerman 2003) acknowledge the much-touted benefits of performance management systems,

The goal of this essay is to focus on theory and implementation of the Balanced Scorecard system. Because of the structured generic approach of the methodology, the Balanced Scorecard has gained its popularity as means of evaluating performance and reporting quantitative performance results. The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals (The Balanced Scorecard Institute, 2014). The Balanced Scorecard is the most prevalent and adopted of the several strategic performance tools since the early 1990s. In addition, the derivatives of the Balanced Scorecard such as Performance Prism and Results Based Management have also gained prominence in the field of strategic performance management and improvement. The Balanced Scorecard commenced as a performance management tool that incorporated strategic non-financial performance measures to the conventional financial indicators in order to provide managers and company executives with a somewhat “balanced” view of the aspect of organizational performance.

A Balanced Scorecard gives managers and executives a more “balanced” view of organizational performance. Today, the balanced scorecard has evolved into a full strategic planning and management system from the earlier primitive performance measurement system. This novel system is able to change a company’s strategic plan from a passive document into direct orders for the company on a daily basis. It is not only able to provide a measurement for performance and productivity, but also helps to identify what affairs should be executed and measured. A good balanced scorecard is clear-cut and doesn’t have ambiguous underpinnings like its forerunners; it enables companies to clarify their vision and strategy and transform them into action. It also offers opinion and feedback around both internal and external activities so as to consistently improve strategic performance and results. When a balanced scorecard is fully adopted by a company, it

The Balanced Scorecard has emerged in recent years as a performance measurement system in various organizations. This paper will discuss the origin and concept of the balanced scorecard and how it was first implemented. We will then review the criticisms on the balanced scorecard methodology as well as analyse the strengths and weaknesses of this performance measurement tool.

The Balanced Scorecard is a strategic measurement approach that provides a method of aligning business activities with the organization's strategic plan and monitoring performance of strategic goals over time. A set of balanced measures is used, rather than focusing on the single, traditional bottom line. The original scorecard developed by Kaplan and Norton (2004) was divided into five perspectives (or measurement areas):