The Balanced Scorecard in a New Zealand Organisation: Empirical Evidence of Change in their Performance Culture

The Balanced Scorecard in a New Zealand Organisation: Empirical Evidence of Change in their Performance Culture

Author: zant worldpress

The balanced scorecard, if used correctly by managers could be used to transform low performing information technology service teams into highly productive and profitable units that meet customer service expectations. Two research questions are answered: Was it the balanced scorecard approach, that made a difference to employee productivity and business performance of the unit, and if so how? What management changes enhanced service delivery improvements which resulted in a change in customer satisfaction? An exploratory research was executed covering three years of the balanced scorecard implementation in a New Zealand Information Technology Service Organisation interviewing managers, employees and a customer director. Some findings are: a lack of process and management leadership; communication was poor; relationships between engineers, managers, Medicare and NZIS were also tensed and distrustful. Recommendations and conclusions form the last two sections.

Total Reviews: 0

Price:

Delivery System

After completion purchase and payment you will get an email with download link of book. You can download this book within 24 hours. Be remember you can't download this book after 24 hours.

Reviews

There are no reviews yet.

Be the first to review “The Balanced Scorecard in a New Zealand Organisation: Empirical Evidence of Change in their Performance Culture”