Abstract:
. Performance management has become a legislative requirement for the private and local sectors.
Unfortunately, not many tools exist to measure and monitor public and private service delivery effectively. Managers
require accurate information to ensure that their decisions are not based on emotions and assumptions but that the
information with regard to service delivery is accurate and relevant. In modern business models, intangible assets such
as employee skills and knowledge levels, customer and supplier relationships, and an innovative culture are critical in
providing the much-needed cutting-edge to the organisation. This is where tools like the balanced scorecard method
hold relevance for the enterprise. Developed by Robert Kaplan and David Norton, the balanced scorecard method
translates an organisation’s strategy into performance objectives, measures, targets and initiatives. It is based on four
balanced perspectives, and links them together with the concept of cause and effect. A proper balanced scorecard can
predict the effectiveness of an organisation’s strategy through a series of linked performance measures based on four
perspectives including finance, customers, internal processes, employee learning and growth.
