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Total Performance Scorecard: Aligning Human Capital with Business Strategy and Ethics
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Numerous case studies indicate that the implementation of the balanced scorecard
concept according to Kaplan & Norton in North America have been disappointing at
best, and in Europe and South America even more so. A new blueprint for creating
a learning organization is needed in which personal and organizational performance
and learning mutually reinforce each other on a sustainable base. Traditional business
management concepts are insufficiently committed to learning and rarely take the
specific personal ambitions of employees into account. In consequence there are
many superficial improvements, marked by temporary and cosmetic changes, which
are coupled with failing projects that lack sufficient buy-in by personnel and, in
some cases, even have an adverse effect. This paper introduces a new holistic
business management concept, called Total Performance Scorecard (TPS). It stresses
the importance and need of developing an organizational structure and philosophy
that combines the goals and aspirations of the individual with those of the company.
It is a melding process, which results in a corporate culture that is both individually
and organizationally driven. The concepts embodied in this management concept
provide solutions to preserving and utilizing individual rights and capabilities while
adjusting the organizational structure and philosophy to this new environment.
This has been done by expanding and integrating concepts such as the Balanced
Scorecard, Total Quality Management, Performance Management and Competence
Management into one overall framework. The related book “ Total Performance
Scorecard” has become an international bestseller and has been translated in 20
languages. Rampersad’s related article was awarded in the UK with “The most
outstanding paper in 2004”.
Hubert K. Rampersad - Personal Name
NONE
Total Performance Scorecard: Aligning Human Capital with Business Strategy and Ethics
Management
English
2005
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