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A BALANCED SCORE CARD STUDY ON PERFORMANCE MANAGEMENT SYSTEM WITH SPECIAL REFERENCE TO KELTRON - A CASE STUDY APPROACH
This research identifies strategic objectives based on the goals of the Keltron organization and develops measurement tools and targets for achieving those desired outcomes. Today, we live in a technology-driven world where speed, flexibility, intellectual capital development, and networks have beco...
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| Format: | Printed Book |
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International Journal of Marketing and Technology
2012
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| Online Access: | http://10.26.1.76/ks/005956.pdf |
| Summary: | This research identifies strategic objectives based on the goals of the Keltron
organization and develops measurement tools and targets for achieving those desired outcomes.
Today, we live in a technology-driven world where speed, flexibility, intellectual capital
development, and networks have become the basis of value creation even as connectivity and
interactive technologies pervade all business activity. In this technology-driven environment,
Keltron finds the assimilation, adoption and integration of technology in creating innovative
solutions as the very basis of survival. Keltron's success has been in making technology work
rather than inventing it. Keltron has been a catalyst in making electronics work in almost every
aspect of our daily life, since 1973. Keltron's strength lies in the stable foundation and experience
built over the years, its strong human capital, its nation-wide network and its ability to adapt
itself to change. With over a 30-year long track record as a manufacturer of sophisticated
electronic devices and systems, Keltron presents itself in the global market as a one-stop-shop
for manufacturing, system integration, and after-sales-support in India. From being a pioneer in
1973, to the role of a trend-setter today, Keltron has been the catalyst for the development of
electronics industry in Kerala. It was an experiment by Government of Kerala and within five
years of its inception, Keltron had set up a production centre in every district of the State. More han 5,000 people were engaged directly or indirectly by Keltron for the manufacture of
electronic goods. The model of a State-owned electronics corporation was so successful that
several other States in India followed suit; launching their own electronics corporations. A
quarter century later, Keltron after having contributed substantially to the industrialization of the
State, set about transforming Trivandrum, the capital city of Kerala, into one of the major
electronics hubs of the country. Today, the city is home to Techno Park, the internationally
known technology park where thousands of talented men and women participate in the
development of a burgeoning information technology industry. Keltron describes a range of
products and large number of employees. Faced by challenges and the requirements to meet with
the changing needs of the customer, many companies across the country have adopted the
balanced scorecard approach to align their activities with the vision and mission of the
organization and government. However, Keltron still uses financial measures as well as total
project numbers in evaluating the performance of the team. This case study develops an
evaluation framework based on the balanced scorecard methodology and creates a balanced
scorecard system to measure the performance of Keltron. This research identifies strategic
objectives based on the goals of the organization and develops measurement tools and targets for
achieving those desired outcomes. The research concludes a set of recommendations to ensure
implementation and successful application of the balanced scorecard system. The Managers were
personally interviewed with the help of questionnaire to understand their perceptions on the
Balance Score Card approach and their perspectives on whether adopting the Balance Score Card
was of benefit to the organization. The statistical tool used is mean square anal ysis.
The research ends with the findings, suggestions and recommendations to Keltron Company for
managing performance using balanced scorecard in future and for the welfare of the employees. |
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| Physical Description: | Volume 2, Issue 4, 2012 |