Total performance scorecard: the way to personal integrity and organizational effectiveness

Abstract

Purpose

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 basis. 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. Sets out to examine this situation.

Design/methodology/approach

Building insight from experience.

Findings

This paper introduces a new business management concept, called total performance scorecard (TPS). It stresses the importance of and need for developing an organizational structure and philosophy that combine 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.

Practical implications

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.

Originality/value

The resulting framework, TPS, creates a framework and philosophy that combine the goals and aspirations of the individual with those of the organisation. It is a melding process, which results in a corporate culture that is both individually and organizationally driven.

Citation

Rampersad, H.K. (2005), "Total performance scorecard: the way to personal integrity and organizational effectiveness", Measuring Business Excellence, Vol. 9 No. 3, pp. 21-35. https://doi.org/10.1108/13683040510616943