The balanced scorecard and the employee performance at Britam

Abstract

The main objective of this study was to investigate the impact of the Balanced Scorecard (BSC) on employee performance in Britam. The study also sought to establish the perceptions of the employees regarding BSC performance framework, assess the impact of BSC 4 perspectives on employees’ performance in Britam and find out the challenges faced in the implementation of BSC in Britam. The theories underpinning this study were role theory and identity theory. The study used a descriptive survey research design. Six hundred and sixty six employees working in five departments in Britam were targeted. Simple random sampling technique was further used to get the respondents from each of the five departments in Britam. The sample size was 133 respondents. Primary data was collected using structured questionnaires which were administered through e-mail and self-administration. The data analysis was done using quantitative technique. Based on the findings of this study, it was concluded that the employees’ perceptions regarding BSC performance framework influences the performance of employees’ in Britam, the financial perspective measures on BSC performance framework influences the performance of employees’ in Britam, the customer perspective measures on BSC performance framework influences the performance of employees’ in Britam, the internal process measures on BSC performance framework influences the performance of employees’ in Britam, the learning growth measures on BSC performance framework influences the performance of employees’ in Britam and the implementation of BSC performance framework in Britam has not been with many challenges. Based on the findings, the study recommended that the management in Britam should continually inform the employees of the benefits of BSC performance framework in order to ensure consistence in their performance, align BSC with the compensation and reward for motivation purposes, ensure that BSC structure shows the connection between stakeholders’ interests and the perspective measures, sensitize managers not to use BSC scores as a basis of favoritism but rather should give room for improvement and evaluate the company constructs and ensure that for each perspective there are enough measures.