EMPLOYEE CAREER DEVELOPMENT AND ATTAINMENT OF BALANCE SCORECARD TARGETS: A CASE STUDY OF NATIONAL HOSPITAL INSURANCE FUND
Keywords:
career development, balance score card targets, insurance fundAbstract
Purpose: The purpose of this study was to investigate the effect of employee career development to the achievement of Balanced Scorecard (BSC) targets in the National Hospital Insurance Fund (NHIF).
Materials and methods: The research design was a descriptive case study in nature focusing on NHIF. The population of the study was 1360 staff of NHIF. Stratified random sampling technique was used to select a sample of (136) respondents. Data was collected using a structured questionnaire. Data was coded and entered into Statistical Package for Social Sciences (SPSS). The data was then analyzed in terms of descriptive statistics like frequencies and percentages. Inferential statistics were computed using the Pearson Correlation Analysis. The results were presented in figures and tables.
Results: The study concludes that training efforts at NHIF were low, employee development efforts were lowly emphasized at NHIF, and career guidance efforts were lowly emphasized at NHIF. It can also be concluded that performance resulting from training was low. It was also possible to conclude that training had a positive correlation with the effect of training on achieving balance scorecard targets. The study concludes that employee development scores at NHIF were low. In addition, the study concluded that the effect of employee development on attainment of balance score card was low. Overall it was possible to conclude that career guidance efforts were lowly rated indicating that the management of NHIF does not invest in career guidance. It was also possible to conclude that the effect of career guidance on achievement of balance score card targets was poorly rated.
Recommendations: The study recommended that training be emphasized at NHIF as it has an effect on the overall achievement of balance scorecard targets, that the organization needs to emphasize and encourage self or employee development by providing opportunities to employees to improve their knowledge, awareness, and develop their talents and that the organization needs to emphasize and support career guidance and mentoring as this will help improve employees self-esteem and job satisfaction.Downloads
References
Almeida, P., G. Dokko, L. Rosenkopf. 2005. Startup size and the mechanisms of external learning: Increasing opportunity and decreasing ability? Res. Policy 32(2) 301–315.
Armstrong, M (2005). A Hand Book Of Human Resource Management Practice 9th Edition, Kogan Page Ltd, UK
Bartram, S. and Gibson, B. (2008) The Training Needs Analysis Toolkit, 2nd ed. Amherst, MA: HRD Press, Inc.
Betcherman, G., K. McMullen and K. Davidman (2008), “Training for the New Economy: A Synthesis Report”, Canadian Policy Research Network, Ottawa, 117
Champathes, M. R. (2006), Coaching for performance improvement: The coach model. Development and Learning in Organizations, Volume 20, No. 2, pp.17-18.
Chandran, E. (2006). Research Methods: A Quantitative Approach with Illustrations from Christian Ministries. Nairobi: Daystar University.
Chia, A., Goh, M. and Hum, S., 2009, “Performance measurement in supply chain entities: balanced scorecard perspective”, Benchmarking: An International Journal, 16 (5), 605-620.
Cooper, D.R and Schindler, P.S (2006). “Business Research Methods”, 9th, edition. McGraw-Hill Publishing, Co. Ltd. New Delhi-India
Cooper, D.R and Schindler, P.S (2011). “Business Research Methods”, 11th, edition. McGraw-Hill Publishing, Co. Ltd. New Delhi-India
Davis, S. and Albright, T., (2006). An Investigation of the Effect of Balanced Scorecard Implementation on Financial Performance. Management Accounting Research, 15(2).
DPM (2005) Information Booklet on Performance Contracts in the Public Service Government Printers, Nairobi
DPM (2006) Code of Regulations Government Printers, Nairobi
DPM (2006) Public Service Training Policy, Government Printers, Nairobi
Faems, D., Sels, L., DeWinne, S., and Maes, J. (2005). The effect of individual HR domains on financial performance. International Journal of Human Resource Management, 16(5), 676-700.
Forza, C. and Salvador, F. (2007). Information flows for high-performance manufacturing. International Journal of Production Economics, 70(1), 21-36.
Garcia, M. (2005). Training and business performance: The Spanish case. International Journal of Human Resource Management, 16(9), 1691-1710.
Hazucha, J., Hezlett, S. and Schneider, R. (2007), “The impact of 360-degree feedback on management skills development”, Human Resource Management, Vol. 32 No. 2, pp. 325-51.
Hendricks, K., Menor, L. and Wiedman, C. (2007), ‘‘The Balanced Scorecard: to adopt or not to adopt?’’,Ivey Business Journal Online, available at www.iveybusinessjournal.com/view_article.asp?intArticle_ ID ¼ 527 (accessed 7 November 2007).
Hubbard, G., 2009, “Measuring Organizational Performance: Beyond the Triple Bottom Line”, Business Strategy and the Environment, 19, 177-191
Huckman, R. S., G. P. Pisano. 2006. The firm specificity of individual performance: Evidence from cardiac surgery. Management Sci. 52(4) 473–488.
International Association of Fire Chiefs (2006). Officers development handbook.( 1st ediction).USA.Author
Ittner, C. D. and Larcker, D.F. (2006). Coming up short on nonfinancial performance measurement. Harvard Business Review, (November), 88-95.
Kaplan R.S and David P. Norton D.P (2006).The strategy focused organization. How Balanced Scorecard companies thrive in the new business environment, Harvard Business School Press, Boston, Mass.
Kumar, R., 2005, Research Methodology- A Step-by-Step Guide for Beginners, (2nd.ed.),Singapore, Pearson Education
Kusy, M (2003) Introduction to Human Resources Development University of St. Thomas, New York
Malina, M., Nørreklit, H. and Selto, F. (2005). Relations among measures, climate of control and performance measurement models. Retrieved March 31, 2006, from Tilburg University
Marr, B. and Adams, C. (2006). The balanced scorecard and intangible assets: similar ideas,unaligned concepts. Retrieved March 31, 2006 from Cranfield University
McClelland S,. (2007). A training needs assessment for the united way of dunn county wisconsin. University of wisconsin-stout. Unpublished paper.
Mugenda, Olive M. and Mugenda, Abel G. (2005). Research Methods: Quantitative and Qualitative Approaches, Acts Press, Nairobi-Kenya
Neely, A., Kennerley, M. and Martinez, V. (2008). Does the balanced scorecard work: An empirical investigation. Conference paper presented at the EurOMA International Conference 2004, Fontainebleau. Cranfield University
Neely, A., Marr, B., Roos, G., Pike, S. and Gupta, O. (2006), ‘‘Towards the third generation of performance measurement’’, Controlling, Vol. 15 Nos 3/4, pp. 129-35.
Nørreklit, H. (2005). The balance on the balanced scorecard: A critical analysis of some of its assumptions. Management Accounting Research, 11, pp. 65-88.
Rosner, R. (2009, May). Training is the answer … but what was the question? Workforce, 78, 42-50.
Saks, A., S. Taggar and R. Haccoun (2008), “Is Training Related to Firm Performance?” Human Resources Management Research Quarterly, International Alliance for Human Resources Research, Vol. 6, No. 3, Fall 2008, 5 p.
Stout, D. (2005), Performance Analysis for Training Niagara Division of Consolidated Papers Inc.
Uma, S., (2003) Research Methods for Business – A skill Building Approach 4th Ed. John Wiley and Sons Inc. SINGAPORE, Wishira Prakashan, India
Zwick, T. (2006). The impact of training intensity on establishments productivity. Labour Economics, 11, 715-740.
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work’s authorship and initial publication in this journal.
