Literature review of balanced scorecard
From: Adolfo R.
Category: statistics dissertation
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Literature Review Performance Management and the Balanced Scorecard
Literature Review of Balanced Scorecard in Higher Education
Research on motivation has attracted academic and corporate entities over the last two decades. In the present study, authors have reviewed the intense literature to extract all possible dimensions of motivation, having direct and indirect impact on motivation techniques. This has examined the multidimensionality of motivation from the existing literature and present a conceptual framework based on it, and it is experienced that various motivation techniques discussed in this study are having a positive impact on both employee satisfaction and the quality of performance in the organization; however, the model needs to be validated using quantitative measures. In order to study the various issues highlighted in this paper related to employee motivation, a large body of literature mainly from different journals have been incorporated. To make the study more current only those studies were included which were published in the last two decades. In past research papers few dimensions of motivation were used to explain the different models motivation theory which has direct influence on employee motivation.
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PRACTICAL APPLICATION OF BALANCED SCORECARD -A LITERATURE REVIEW
Risk management is too-often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them. Many such rules, of course, are sensible and do reduce some risks that could severely damage a company. But rules-based risk management will not diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did not prevent the failure of many financial institutions during the — credit crisis.
Performance management is generally regarded as the responsibility of managers and leadership teams within an organisation. However, it is a two-way street - both the management teams and those they manage must align their approaches to performance management in order to truly achieve high performance and to maintain that of high performing teams. If individuals refuse to accept the performance management techniques and approaches of the manager, the process will ultimately fail.
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