Personal scorecards : a performance management model for aligning personal goals and objectives to organisational strategy within the Cape Town Fire and Emergency Service

Henkin, S. M. M.(Stephen Maurice Michael) (2002-12)

Thesis (MPA)--University of Stellenbosch, 2002.


ENGLISH ABSTRACT: The City of Cape Town has adopted the Balanced Scorecard as an organisational performance management system. Presently the system has only been implemented as a pilot project in the top three management levels of the organisation. The question then becomes one of how can individual obj ectives be aligned with the organisation's strategic objectives in this scenario. The purpose of this research is to propose a performance management model based on the Balanced Scorecard that aligns individual goals and objectives to those of the organisation. The study is in the form of a case study and specifically applies to the City of Cape Town Fire and Emergency Service. The foundation of the research is based on the creation of a sound theoretical base relating to organisational and individual performance management and the Balanced Scorecard. Once this understanding has been created the next step is to describe the development and implementation of the Balanced Scorecard project within the Cape Town context. This is the point of departure for the proposal of a Personal Scorecard performance management model. Data is to be collected via a process of semi-structured interviews and questionnaires. The information gained during the interviews created the framework within which the Personal Scorecard model was proposed. The questionnaire was used to pilot the main component of the Personal Scorecard model, namely the objective setting process. This created an opportunity to test the hypotheses made as the Personal Scorecard was developed. Once all of the components have been combined into the performance management model this research will be concluded with the presentation of recommendations relating to the knowledge gained during the model development process and alternative applications for the Personal Scorecard will be discussed.

AFRIKAANSE OPSOMMING: Die Stad Kaapstad het die "Balanced Scorecard" as 'n organisasie prestasie bestuursmeganisme aanvaar. Huidiglik is die meganisme net in die boonste drie bestuurs vlakke van die organisasie in gebruik geneem. Die kwessie wat geantwoord moet word is hoe individuele doelwitte met die van die organisasie versoen kan word in hierdie spesifieke scenario. Die doel van hierdie navorsing is om n prestasie bestuursmodel voor te stel wat op die "Balanced Scorecard" gebaseer is en individuele doelwitte met die van die organisasie versoen. Hierdie studie neem die vorm van 'n gevallestudie en is spesifiek gerig op die Stad Kaapstad Brand and Nooddienste. Die fondament van hierdie navorsing is gebaseer op die skepping van 'n sterk teoretiese basis met verband tot organisasie- en individuele prestasie bestuur en die "Balanced Scorecard". Die volgende stap is om die Balanced Scorecard ontwikkeling en uitvoering projek van die Stad te beskryf. Hierdie word die vertrekpunt vir die voorgestelde "Personal Scorecard" prestasie bestuursmodel. Data word versamel deur middel van semi-gestruktureerde onderhoude en vraelyste. Die inligting wat gedurende die onderhoude vesamel is het die raamwerk geskep waarin die "Personal Scorecard" voorgestel is. Die vraelyste is gebruik om die hoof bestanddeel van die "Personal Scorecard" model te loods namelik die doelwitstellendemeganisme. Hierdie proses het die geleentheid geskep om die hipotese wat gedurende die ontwikeling van die "Personal Scorecard" gemaak is, te toets. Na hierdie komponente gëintegreer is binne die prestasie bestuursmodel sal die navorsing afgesluit word met aanbevelings gebaseer op die kennis wat gedurende die modelontwikkeling proses versamel is en alternatiewe gebruike vir die "Personal Scorecard" sal bespreek word.

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