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dc.contributor.authorTachiwona, Garikai
dc.date.accessioned2012-03-28T22:38:29Z
dc.date.available2012-03-28T22:38:29Z
dc.date.issued2012en_NZ
dc.identifier.urihttps://hdl.handle.net/10652/1811
dc.description.abstractThis research is an exploratory study into the transformation of a low performance business unit, in a large information technology service organization within New Zealand, into a high performance team by means of the balanced scorecard approach. A phenomenological approach to the research was undertaken in order to get an insight into the drivers of low business performance, as well as understand the transformation process. The research concludes that the balanced scorecard works well in the context of an environment in which there is good leadership and management; in which employees have a right attitude and are engaged in their work; in which there are processes which measure progress and propel employees towards the desired business objectives. It also concludes that a complex approach to the implementation of the balanced scorecard approach will almost certainly result in failure, that a manager who is unable to motivate and engage employees is unlikely to succeed long-term, as will one who is unable to manage process. The research recommends that managers should focus more on the soft factors of people management and on the required system processes if they are to succeed in the implementation of the balanced scorecard. Good people management takes effort and time, and few managers appear prepared to make the investment.en_NZ
dc.language.isoenen_NZ
dc.subjectbalanced scorecarden_NZ
dc.subjectemployee engagementen_NZ
dc.subjectproductivityen_NZ
dc.subjectcultureen_NZ
dc.subjectkey performance indicators (KPI)en_NZ
dc.subjectemployee engagementen_NZ
dc.subjectproductivityen_NZ
dc.titleUnderstanding the potential of the balanced scorecard to drive a high performance culture in a New Zealand information technology organization: An exploratory studyen_NZ
dc.typeMasters Thesisen_NZ
thesis.degree.nameMaster of Businessen_NZ
thesis.degree.levelMastersen_NZ
thesis.degree.grantorUnitec Institute of Technologyen_NZ
dc.subject.marsden150305 Human Resources Managementen_NZ
dc.identifier.bibliographicCitationTachiwona, G. (2012). Understanding the potential of the balanced scorecard to drive a high performance culture in a New Zealand information technology organization: An exploratory study. (Unpublished document submitted in partial fulfilment of the requirements for the degree of Master of Business). Unitec Institute of Technology, Auckland, New Zealand. Retrieved from https://hdl.handle.net/10652/1811en
unitec.pages122en_NZ
dc.contributor.affiliationUnitec Institute of Technologyen_NZ
unitec.publication.placeAuckland, New Zealanden_NZ
unitec.advisor.principalDu Plessis, Andries
unitec.advisor.associatedSimpson, Ken


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