The Effects of Balanced Score Card /BSC/ Implementation on Perceived Employee Performance: The Case of Ethio Telecom’s Sales Department

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Addis Ababa University


To upgrade its planning, performance measurement, and communication, Ethio telecom is carrying out a balanced scored card tool. This study investigated the effects of balanced score card implementation on perceived employee performance of Ethio telecom’s sales department. A sequential explanatory mixed method approach that combined both quantitative and qualitative studies to explore the central and subsidiary questions was utilized. Information was accumulated from Administrators, Advisors, Specialists, Supervisors and Managers of sales department. Semi-structured interviews with key informants, documentary evidence, and a survey questionnaire form the main evidence base. Inferential statistics (Regression and correlation) and Content analysis were used to analyze the quantitative and qualitative data separately. The result of the integrated approach indicates balanced scorecard implementation from financial and learning and growth perspectives have positive and significant effect on the performance, while customer and internal process had insignificance effect on the perceived employee performance of Ethio telecom. With the set of such findings, the study suggested that the performers of balanced scorecard to take thought to the objectives in endeavor to define key performance indicators to further develop employee performance. Close to the findings, this study perceived the need to concentrate further on the effective implementation of balanced scorecard perspectives on the company and individual levels



Balanced Scorecard, Employee Performance Management Process, Ethio Telecom and Sales Department