Managing human resource development through balanced scorecard perspective
The Balanced Scorecard (BSC) is a management system. It is not only a measurement system that enables organizations to clarify their vision and strategy, but translate them into action. It provides feedback around both the internal business processes and external outcomes in order to have continuous...
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| Main Authors: | , |
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| Format: | Conference or Workshop Item |
| Published: |
2008
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| Subjects: | |
| Online Access: | http://eprints.uthm.edu.my/1909/ http://eprints.uthm.edu.my/1909/1/MANAGING_HUMAN_RESOURCE_DEVELOPMENT_ABD_RAHMAN_AHMAD.pdf |
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| Summary: | The Balanced Scorecard (BSC) is a management system. It is not only a measurement
system that enables organizations to clarify their vision and strategy, but translate
them into action. It provides feedback around both the internal business processes
and external outcomes in order to have continuous improvement on the strategic
performance and results. When it is fully deployed, the BSC transforms strategic
planning from an academic exercise into the nerve center of an enterprise. This
research tried to demonstrate the relationship between BSC as a tool for managing
and communicating human resource development in the organization. For the
purpose of that, the researcher will using four (4) main perspectives in BSC that was
develop by Kaplan and Norton which are financial perspective, internal business
process perspective, learning and growth perspective and customer perspective. The
most important perspective inside the BSC is learning and growth perspective that
have significant relationship with the development of human capital in the
organization. These concept papers attempt to facilitate communication and
understanding of business goals and strategies at all levels in the organization.
Rather than that, organization attempt to develop skilled through education and
training, motivated employees, provide access to strategic information, align
individuals and teams to business unit objectives. By using balanced measures at the
organizational level, and by sharing the results with supervisors, teams, and
employees, managers are providing the information needed to align employee
performance plans with organizational goals. At the same time, by balancing the
measures used in employee performance plans, the performance picture becomes
complete. |
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