The Balanced Scorecard Approach

Paper Summary:

This paper discusses performance appraisals with a specific focus on the balanced scorecard method. The paper explains that a local firm (Smith & Sons) was approached and indicated that the firm utilized the balanced scorecard employee performance appraisal methodology. The paper suggests that the balanced scorecard performance appraisal method serves an important function regarding productivity and performance, but is also largely a form of negative reinforcement that results in a drag on performance and quality. The paper then points out that the performance appraisal persists as a stalwart of corporate management device simply because there is a lack of appropriate strategies to replace it. In conclusion, the paper shows that the balanced scorecard appraisal concept and process is not entirely a negative device but it is inherently flawed by the conflict between its process and its procedure or its objective intent but subjective methodology.

Outline:
Abstract
Performance Measurement System
Advantages and Best Practices
Disadvantages
Impact on Employees
Impact on Departmental Performance
Conclusions and Recommendations

From the Paper:

"Human resources (HR) strategies are what all Smith & Sons and other similar organizations to excel in their line of business with minimal revenues dedicated to the internal business processes of the organization. These organizations are organizations functioning within a spectrum of industries and as such rely on an extensive network of managerial staff to manage and delegate responsibilities. Research has indicated that more than 81% of executive level officers believe that HR capital and its management is vital to the success of any organization and perhaps more so in a charitable organization that relies on volunteers (Questions, 2006)."

Sample of Sources Used:

• Beardwell, Holden, & Claydon. (2004). HRM: A Contemporary Approach; FT/Prentice Hall.
• Grint, K. (1993). What's Wrong With Performance Appraisal? A Critique and a Suggestion. Human Resource Management Journal, 3/3, p.61.
• Lee, C. (2006). Feedback, Not Appraisal. HRMagazine, 51/11, pp.111-14.
• Sims, R. (2002). Managing organizational behavior. Westport, CT: Quorum Books.
• Snape, E., Thompson, D., Yan, F. & Redman, T. (1998). Performance Appraisal and Culture: Practices and Attitudes in Hong Kong and Great Britain. The International Journal of Human Resource Management, 9/5, p.841-63.

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