measuring HR’s contribution to the organisation’s success as well as the architecture of the HR system needs to change to reflect the demands of succeeding in the new economy. The HR scorecard is a measurement as well as an evaluation system for redefining the role of HR as a strategic partner. It is based on the Balanced Scorecard framework developed by Kaplan and Norton and is set to revolutionize the way business perceives HR. Implementing effective measurement systems for intangible assets is a very
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Implementing a Balanced Scorecard: The Case of the Ministry of Works - Bahrain “The Ministry of Works is a world-class application: the organisation is committed to investing in the future of itself and the country by building on the best management techniques they can find. Their programme is as good as anything we have seen.” Dr David Norton – Co-creator of the Balanced Scorecard For more information please visit: www.ap-institute.com Creating and Implementing a Balanced Scorecard: The Case
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Journal of Small Business Management 2006 44(3)‚ pp. 407–425 Entrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance Measures by Andra Gumbus and Robert N. Lussier Although 50 percent of Fortune 1000 companies currently use a balanced scorecard (BSC)‚ few small businesses are using a BSC. A review of the literature finds no BSC papers in leading small business/entrepreneurship journals. This article begins with a discussion of the BSC and why a small business should
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Michal Yehudah‚ USPS Assignment draft 1.The USPS is currently drowning in a astonishing amount of financial debt‚ that is threatening the survival of the federal agency. The USPS is aware of its badly broken business model and is in the process of a strategic restructuring of the agency as a whole. The agency is suffering because it has been unable to meet its budget since
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The United States Postal Service (USPS) has been government owned since its establishment; however privatizing the USPS will consolidate the nation’s debt without the help of taxpayer money. The USPS is an independent government agency responsible for providing postal service for the United States (AllGov‚ 2013). The USPS is a preferred transporter for postal services‚ which explains why the USPS makes huge revenues; nevertheless this does not conclude the USPS is making a profit. With the nation
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internet and mobile phones. Sending letters and paying bills using the traditional method of using stamps no longer became the preferred method of sending correspondence. The postal service realized that major changes needed to be made and therefore decided to implement a quality improvement program utilizing the balanced scorecard approach. The following paragraphs summarize my thoughts and conclusions on their improvement process using the “voice” of the customer‚ employee and business. It’s interesting
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The USPS Problem The USPS Problem It has come as no surprise that the United States Postal Service lost money in the first two quarters of 2010. $8.5 billion to be exact. Next year they‚ plan to lose even more. Somewhere in between $9 billion to $10 billion dollars. The problem will not be as simple to fix‚ but it is a problem that can be resolved with a few simple implementations and cost cutting options. Overspending and undercharging has led to needing to cut cost and raise prices. The USPS
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The USPS should be reconstructed because their role is still crucial to business and consumers--even if this advanced era of technology caused their revenue to go down. According to Source B‚ the amount of mail volume and USPS employees gradually decreased from 2000 to 2008 and then there was a dramatic drop in 2009. Annually‚ people have been getting more technical‚ which has been an obstacle for the USPS. There are ways to get at or even exceed this level‚ with suggestions such as modernizing with
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departments The balanced scorecard measure more than just the financial performance of the company Critical factors that meeting the goals: 1. Customer satisfaction: market share and repeat business 2. Operational efficiency: the number of produced per hour and the number of warranty claims received. 3. Employee excellence: employee training hours‚ employee satisfaction surveys 4. Financial Profitability: revenue growth rate and earnings per share. The balanced scorecard provide holistic approach
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Overview This study discusses the four "Perspectives" specified in Kaplan’s and Norton’s Balanced Scorecard framework‚ focusing on their implementation at GTE4). Subsequently the efficiency of Garret Walker’s and Randall MacDonald’s internal communication strategy is evaluated and in the final chapter a summarizing conclusion is provided. Introduction In 1996‚ J. Randall MacDonald‚ Executive Vice President of Human Resources at the GTE Corporation was facing the challenge to create an HR strategy
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