Total performance scorecard: the way to personal integrity and organizational effectiveness
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...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Rampersad, Hubert K. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2005 |
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| Schlagwörter: |
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| Umfang: |
15 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: Measuring business excellence - Bingley : Emerald, 2000, 9(2005), 3, Seite 21-35 |
| Übergeordnetes Werk: |
volume:9 ; year:2005 ; number:3 ; pages:21-35 ; extent:15 |
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| DOI / URN: |
10.1108/13683040510616943 |
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NLEJ220007667 |
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| 520 | |a 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. | ||
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10.1108/13683040510616943 doi (DE-627)NLEJ220007667 DE-627 ger DE-627 rakwb eng XA-GB Rampersad, Hubert K. verfasserin aut Total performance scorecard: the way to personal integrity and organizational effectiveness 2005 15 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. Emerald Fulltext Archive Database 1994-2005 Balanced scorecard Knowledge management Learning organizations Organizational behaviour Organizational change Total quality management In Measuring business excellence Bingley : Emerald, 2000 9(2005), 3, Seite 21-35 Online-Ressource (DE-627)NLEJ219578028 (DE-600)2039437-8 nnns volume:9 year:2005 number:3 pages:21-35 extent:15 http://dx.doi.org/10.1108/13683040510616943 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 9 2005 3 21-35 15 |
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10.1108/13683040510616943 doi (DE-627)NLEJ220007667 DE-627 ger DE-627 rakwb eng XA-GB Rampersad, Hubert K. verfasserin aut Total performance scorecard: the way to personal integrity and organizational effectiveness 2005 15 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. Emerald Fulltext Archive Database 1994-2005 Balanced scorecard Knowledge management Learning organizations Organizational behaviour Organizational change Total quality management In Measuring business excellence Bingley : Emerald, 2000 9(2005), 3, Seite 21-35 Online-Ressource (DE-627)NLEJ219578028 (DE-600)2039437-8 nnns volume:9 year:2005 number:3 pages:21-35 extent:15 http://dx.doi.org/10.1108/13683040510616943 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 9 2005 3 21-35 15 |
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10.1108/13683040510616943 doi (DE-627)NLEJ220007667 DE-627 ger DE-627 rakwb eng XA-GB Rampersad, Hubert K. verfasserin aut Total performance scorecard: the way to personal integrity and organizational effectiveness 2005 15 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. Emerald Fulltext Archive Database 1994-2005 Balanced scorecard Knowledge management Learning organizations Organizational behaviour Organizational change Total quality management In Measuring business excellence Bingley : Emerald, 2000 9(2005), 3, Seite 21-35 Online-Ressource (DE-627)NLEJ219578028 (DE-600)2039437-8 nnns volume:9 year:2005 number:3 pages:21-35 extent:15 http://dx.doi.org/10.1108/13683040510616943 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 9 2005 3 21-35 15 |
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10.1108/13683040510616943 doi (DE-627)NLEJ220007667 DE-627 ger DE-627 rakwb eng XA-GB Rampersad, Hubert K. verfasserin aut Total performance scorecard: the way to personal integrity and organizational effectiveness 2005 15 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. Emerald Fulltext Archive Database 1994-2005 Balanced scorecard Knowledge management Learning organizations Organizational behaviour Organizational change Total quality management In Measuring business excellence Bingley : Emerald, 2000 9(2005), 3, Seite 21-35 Online-Ressource (DE-627)NLEJ219578028 (DE-600)2039437-8 nnns volume:9 year:2005 number:3 pages:21-35 extent:15 http://dx.doi.org/10.1108/13683040510616943 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 9 2005 3 21-35 15 |
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10.1108/13683040510616943 doi (DE-627)NLEJ220007667 DE-627 ger DE-627 rakwb eng XA-GB Rampersad, Hubert K. verfasserin aut Total performance scorecard: the way to personal integrity and organizational effectiveness 2005 15 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier 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. Emerald Fulltext Archive Database 1994-2005 Balanced scorecard Knowledge management Learning organizations Organizational behaviour Organizational change Total quality management In Measuring business excellence Bingley : Emerald, 2000 9(2005), 3, Seite 21-35 Online-Ressource (DE-627)NLEJ219578028 (DE-600)2039437-8 nnns volume:9 year:2005 number:3 pages:21-35 extent:15 http://dx.doi.org/10.1108/13683040510616943 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 9 2005 3 21-35 15 |
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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. |
| abstractGer |
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. |
| abstract_unstemmed |
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. |
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Total performance scorecard: the way to personal integrity and organizational effectiveness |
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http://dx.doi.org/10.1108/13683040510616943 |
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NLEJ219578028 |
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| doi_str |
10.1108/13683040510616943 |
| up_date |
2024-07-06T06:42:52.967Z |
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1803810948218093568 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ220007667</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707100420.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2005 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/13683040510616943</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ220007667</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Rampersad, Hubert K.</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Total performance scorecard: the way to personal integrity and organizational effectiveness</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2005</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">15</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Balanced scorecard</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Knowledge management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Learning organizations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational behaviour</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Organizational change</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Total quality management</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">Measuring business excellence</subfield><subfield code="d">Bingley : Emerald, 2000</subfield><subfield code="g">9(2005), 3, Seite 21-35</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219578028</subfield><subfield code="w">(DE-600)2039437-8</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:9</subfield><subfield code="g">year:2005</subfield><subfield code="g">number:3</subfield><subfield code="g">pages:21-35</subfield><subfield code="g">extent:15</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/13683040510616943</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">9</subfield><subfield code="j">2005</subfield><subfield code="e">3</subfield><subfield code="h">21-35</subfield><subfield code="g">15</subfield></datafield></record></collection>
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