Readiness of the Saudi Government to Implement a Balanced Scorecard in its Public Sector - Report Example

The paper "Readiness of the Saudi Government to Implement a Balanced Scorecard in its Public Sector" is a great example of a report on management. Niven (2006) points out that most companies present in the current increasing organisation changes, stiff competition have to devote a substantial amount of time, effort and human and economic resources to determine their performance in achieving strategic objectives. Majority of these organisations endeavour in this pursuit channelling much effort and other costs, unfortunately, most of them are dissatisfied with their performance measurement strategies (Butler, Letza & Bourne 2000).

In fact, the trend appreciating for most companies has submitted to the fact that while the measurement is a critical endeavour, their strategies of capturing, monitoring and correlating performance information are crucially defective. Current systems in various ways bear a fundamental to their reporting pioneers. However, the approaches of business have revolutionised dramatically across the years, and the systems of performance measurement have been sustained definitely delayed in the previous periods.

This paper takes an extensive approach and study of the basic scorecard and their subsequent readiness of implementation in the public sector of the Kingdom of Saudi Arabia. The paper is focused on the following objectives:To examine the readiness of the implementation of the Learning & Growth perspective of the balanced scorecard in the Saudi public sector, from the perceptions of CEOs, managers, HR professionals’, and employees.To identify any differences among the participant's perceptions regarding the readiness of the implementation of the Learning & Growth perspective of the balanced scorecard in the Saudi public sector.

To improve our understanding of how performance management systems like the balanced scorecard work in different institutional and cultural settings, particularly the Saudi Arabian public sector.The major four balanced scorecards perspectives are Financial, Customer, Internal Process and Employee Learning and Growth. Companies worldwide have welcomed the performance measurement strategy and reaped rapid benefits from its inception principles (Kawach 2011). These benefits put into consideration the incorporation, and an unrelenting concentration on strategy, among others. . In order to achieve their goals and objectives, companies and public corporation ought to effectively incorporate a balanced scorecard in their daily operations.