Measuring Business Excellence Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model S. WongrassameeJ.E.L. SimmonsP.D. Gardiner Article information: To cite this document: S. WongrassameeJ.E.L. SimmonsP.D. Gardiner, (2003),"Performance measurement tools: the Balanced Scorecard and the EFQM Excellence Model", Measuring Business Excellence, Vol. 7 Iss 1 pp. 14 - 29 Permanent link to this document: http://dx.doi.org/10.1108/13683040310466690 Downloaded on: 14 April
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Caesars Entertainment Case 33 The Desert Palms Hotel & Casino Final Term Project COURSE: Strategic Management INSTRUCTOR: SUBMITTED BY: DATE: December 2, 2013 Disclaimer: Since The Desert Palms Hotel & Casino is not a real company, we have done an analysis of Caesars Entertainment where unknown figures were needed. TABLE OF CONTENTS Topic and Purpose ………………………….……………………………………………...1 Scope……….......................................................................................
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maintaining and compensating their services in tune with the organization requirement’. Strategic HRM (SHRM) is the connection between business strategy and human resource management. Human resource is integrated into business and its environment (Holbeche 1999). In this essay, Mariott International is used to illustrate on the relationship between business strategy and five key HRM functions – recruitment, human resource development, performance appraisal, remuneration and retention. Background of Marriott
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ways to reward and motivate employees who work under increasingly flexible arrangements” (Bennett, 1995). Most people interchange and have the perspective that pay and compensation are the same when in reality, compensation is more than just monetary rewards. Compensation is often misunderstood, and can also be misapplied. More often than not, it is out of synch with the values and processes of an organization. This is because despite continued organizational changes, the actual strategies for
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Harvard model in UnitelHRM systems 3 4.1. Harvard model philosophy 3 4.2. Implication of Harvard model 3 4.2.1. Strengthening the role of employees in the decision-making process 3 4.2.2. Encourage quality initiatives and corresponding enhanced reward systems 5 5. Conclusion 6 6. Reference 6 7. Appendix 8 7.1. Five-stage model 8 7.2. Harvard model 9 1. Introduction 2. Background information 3.1. Unitel 3.2. Vision 2020 3.3. HRM model Bottom-up 3. Problem
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Retailers may be found to use any of these or a combination of them. Among the reward from these programs discounts, cash-back, points, free shipping, free gifts, upgrades and access to exclusive treatment are a few among many of the rewards available. A complex loyalty program was developed using the demographic and behavioural dimensions of Mercator's client base, allowing for the development of tailor-made reward schemes that boost brand loyalty and ensure a consistent experience in all of the
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Q.1 How did the concept of LCC emerge in India? Which factors encouraged the growth of LCCs? * Tata Group; India’s prominent business house; launched Tata Airlines in 1930s. Over the next two decades, eight more private companies entered the field, entry was slightly restricted. * Flying was a dream for the middle class populace of India. Emergence Of LCC was mostly to target this middle class segment. * Air Corporations Act which was formulated in 1953 transformed the existing airlines
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TITLE: HUMAN RESOURCE STRATEGIES CODE: UGB320 CREDITS: 20 LEVEL: 3 FACULTY BUSINESS AND LAW MODULE BOARD: UNDERGRADUATE BUSINESS PRE/CO-REQUISITES: NONE LEARNING HOURS: 200 hours, the exact of which is specified in the module guide LEARNING OUTCOMES: Upon successful completion of this module, students will: Knowledge based outcomes: K1 Demonstrate a critical understanding of the range of approaches to HRM strategy formulation K2 Be able to identify and critique the
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What is value-based management? An excerpt from Valuation: Measuring and Managing the Value of Companies, Second Edition Timothy Koller Recent years have seen a plethora of new management approaches for improving organizational performance: total quality management, flat organizations, empowerment, continuous improvement, reengineering, kaizen, team building, and so on. Many have succeeded – but quite a few have failed. Often the cause of failure was performance targets that were unclear or
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CHAPTER ONE INTRODUCTION 1.1 BACKGROUND INTO THE STUDY In light of today’s business conditions, motivating people to give their best has become more crucial than ever, because of stiff competition and economic uncertainties. The factor that can set apart an organization in this turbulent environment be it in the public or private sectors is its people, therefore establishing and maintaining a stable workforce is a major concern of management. Motivation in the work context is defined as„‟an
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