dc.description.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. | en_US |