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This research has clearly identified that the balanced scorecard is successful in the context of an environment in which there is good leadership and management; employees having the right attitude whom are engaged in their work; in addition to having processes which measure progress and propel team members towards the desired objectives which are relevant for business success. A complex approach to the implementation of the balanced scorecard will almost result in failure.
A manager who is unable to motivate and engage employees is unlikely to succeed in bringing about a long-term culture of high performance. This also applies to a manager who is unable to manage process. Good managers are critical for the successful implementation of the balanced scorecard. Good managers successfully implement the balanced scorecard framework without formally knowing about it.
Identifying and addressing issues affecting employee morale resulted in increased engagement, which made the implementation of the balanced scorecard easier. Happy and satisfied employees are indeed productive, loyal with a performance culture. In conclusion, if the implementation of the balanced scorecard is failing, or if business productivity is low, one should look no further than the management chain responsible for the running of the business.
RECOMMENDATIONS FOR HRM AND MANAGERS
Ÿ It is recommended that managers focus more on the soft factors of people management, and the required system processes if they are to succeed in the implementation of the balanced scorecard.
• Good people management and employee engagement takes effort and time, and few managers appear prepared to make the investment. It is recommended to start simple, and move on after making some progress to be successful in a performance culture.
• HRM and managers should use the balanced scorecard as a roadmap that allows one to see where one wants to get or as a Global Positioning system (GPS) to give consistent direction and avoid the culture and the team to become fragmented.
• The sustainability of this performance culture therefore largely depends on the manager. If the manager has a positive approach and support employee confidence with employee engagement, then the performance culture can be sustained.
THE USE OF THE BALANCED SCORECARD TO ENHANCE PERFORMANCE CULTURE IN A NEW ZEALAND INFORMATION TECHNOLOGY ORGANISATION