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Essay / Research Paper Abstract
This 4 page paper considers the different potential measures that Wal-Mart may use this introduced the balanced scorecard, looking at the way the measures may be implemented in considering the way that they are interdependent across the different balanced scorecard perspectives. The bibliography cites 3 resources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEBSCwalmart.rtf
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Unformatted sample text from the term paper:
the measures which may be utilized for the implementation, considering the causal chains and how these different measures will interact and support each other, supporting the main overall goals of
the organization, including profitability as well as customer satisfaction. The first of the perspectives in the balanced scorecard is the financial performance perspective,
the measures proposed here in order to measure the profitability look at the efficiency with which resources are used within the organization. The first measurement will be the revenue per
employee, the aim is to increase the efficiency of the employees and decrease labor costs, the more value that each individual employee can create the higher the revenue per employee
measure will be. This will reflect other aspects of the balanced scorecard and perspectives, as the revenue per employee will be reliant on a number of other inputs, such as
the processes which are used to help to create efficiency; an example of this has been the uptake of RFID technology, which has helped to reduce the amount of stuff
required for inventory management. The revenue per employee may also be reflective of the levels of motivation, it is well-known that highly motivated employees are likely to be more productive
than those which are not motivated, as such this may also reflect human resource management strategies and job satisfaction of the employees (Huczynski and Buchanan, 2007). The measurement of days
in inventory is also a reflection of the working capital that is used and the way it is used, fewer days mean less working capital, and as such lower associated
opportunity cost (Nellis and Parker, 2006). Reduction in the days will reduce the overall inventory holding costs. The last measure is the lead time from the order placement to the
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