Citation

Rampersad HK. Strategic Change 2008; 17(1‐2): 43-55.

Copyright

(Copyright © 2008, John Wiley and Sons)

DOI

10.1002/jsc.815

PMID

unavailable

Abstract

A new blueprint for creating a highly engaged and happy workforce is needed, where personal and organizational performance and learning mutually reinforce each other on a sustainable basis. This paper introduces a new business management concept, called Total Performance Scorecard (TPS), defined as the systematic process of continuous, gradual, and routine improvement, development, and learning, focused on a sustainable increase of personal, organizational, and project performances. It stresses the importance and need to develop a high-performance culture that combines the goals and aspirations of the individual with those of the company.These concepts provide solutions to preserve and utilize individual rights and capabilities while adjusting the organizational culture and philosophy to this new environment. This has been done by expanding and integrating concepts such as the Personal Balanced Scorecard, Organizational Balanced Scorecard, Project Balanced Scorecard, Lean Six Sigma, and Talent Management into one overall holistic and organic framework.This model will help organizations manage the demanding and often frustrating road toward sustained employee engagement and improvement.