Evaluating the level of employee engagement in strategy implementation using the Balanced Scorecard

Goitseone Klinck,Martha Esther Moraka

doi:10.26623/jdsb.v21i2.1698

Goitseone Klinck, Martha Esther Moraka

Open Access

https://doi.org/10.26623/jdsb.v21i2.1698

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Abstract

<p>The term ‘employee engagement’ has been debated in human resources management, with particular emphasis on discussions centred on employee motivation, job satisfaction and productivity. Recent research shifted focus to show its significance in performance management. Research is still scanty on the linkage of employee engagement, overall organisation performance and the strategic management process. This research aimed at assessing the role of employee engagement in strategy implementation using the Balanced Scorecard for a Ministry of Minerals Resources. Knowledge of the importance of engagement in the execution of the organisation’s strategy and performance management was sought and the role of leadership in driving employee engagement in the workplace. A quantitative research strategy was used to gather data from a target population of 120 participants through the use of questionnaires. Findings revealed that awareness of the importance of engaged employees in the execution of an organisation strategy is relatively high and can positively contribute to increased productivity and performance, particularly if the Business Scorecard tool is understood by all employees and appropriately cascaded to them. The study also recommended that a positive organisational culture be cultivated so that all employees have the same vision, motivation and drive to improve productivity.</p>

Highlights

This study aimed to evaluate the level of employee engagement in strategy implementation using the Balanced Scorecard (BSC) for a Ministry of Minerals Resources, Green Technology and Energy Security
Most employees were aware of the strategic management process and that they should participate in the process
The results reveal that management has communicated the engagement process for individual performance and strategic management to the majority of employees

Summary

Introduction

This study aimed to evaluate the level of employee engagement in strategy implementation using the Balanced Scorecard (BSC) for a Ministry of Minerals Resources, Green Technology and Energy Security. Core to the support services that DCS offers, is the coordinating role of managing the organisation’s strategy, performance management system (PMS) and monitoring the alignment of the performance tools with the strategic management process. The BSC has become appreciated as a communication, measurement and strategic management system tool which can be effectively applied through the use of strategy maps (Niven, 2009:2). Through these findings, a strategic plan was formalised in 2010, to use a map that will scope the direction of the ministry in line with key national priorities. The ministry saw a need to have a documented strategic plan running for a period of six years (2010-2015) for employees to align with and draw their annual performance development plans towards serving the strategic foundations set out in the strategy document

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