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Best Practices of High‐Performing Employees: Rewards and Performance in a Balanced Scorecard Environment
Author(s) -
Albright Thomas L.,
Burgess Christopher M.
Publication year - 2013
Publication title -
journal of corporate accounting and finance
Language(s) - English
Resource type - Journals
eISSN - 1097-0053
pISSN - 1044-8136
DOI - 10.1002/jcaf.21893
Subject(s) - balanced scorecard , business , context (archaeology) , accounting , process management , strategy map , best practice , performance measurement , marketing , economics , management , paleontology , biology
The balanced scorecard captures strategically relevant performance measures used as part of a per‐formance evaluation system. These systems often include financial and nonfinancial rewards intended to motivate employees to take actions aligned with corporate strategy. Yet recent literature finds that rewards can have the opposite of intended effects. We consider the best practices of high‐performing banking employees in the context of a balanced scorecard system that provides financial and nonfinan‐cial rewards for performance. Further, we consider the strategic, contextual environment in which these institutions compete. © 2013 Wiley Periodicals, Inc.