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dc.contributor.authorCignitas, Ceren Peri
dc.contributor.authorTorrents Arévalo, Juan Antonio
dc.contributor.authorVilajosana Crusells, Jordi
dc.contributor.otherUniversitat Politècnica de Catalunya. Doctorat en Administració i Direcció d'Empreses
dc.contributor.otherUniversitat Politècnica de Catalunya. Departament d'Organització d'Empreses
dc.date.accessioned2022-05-11T10:54:05Z
dc.date.available2022-05-11T10:54:05Z
dc.date.issued2022-04
dc.identifier.citationCignitas, C.; Torrents, J.A.; Vilajosana, J. The impact of strategy performance management methods on employee well-being: a case study to analyses balanced scorecard effects. "Journal of Positive School Psychology", Abril 2022, vol. 6, núm. 3, p. 2653-2672.
dc.identifier.issn2717-7564
dc.identifier.urihttp://hdl.handle.net/2117/367231
dc.description.abstractThe study investigates the effect of the Balanced Scorecard, one of the performance measurement systems, on employee well-being (EWB) in organizations. As a result of the literature research, it is seen that employee welfare is examined in 3 different areas: Job Satisfaction, Organizational Commitment, and Job Engagement. One of the most important factors for the success of an organization is the happy employees who contribute tremendously to the improvement of the organization's performance. Both qualitative and quantitative measurement methods were used for this study. The surveys that have used for this study included 27334 employees in the state of Michigan and the surveys data were analyzed by Statistical Package for Social Sciences (SPSS) 28. The study revealed that the BSC strategies implemented in the State of Michigan improved organizational performance in the four perspectives of financial, customer, internal process, and learning & growth. The statistical results of employee satisfaction surveys show that BSC increases job satisfaction by 68.30% (R-squared: 0.683), work engagement by 71.00% (R-squared: 0.710), and organizational commitment by 21.30% (R-squared: 0.213). With the BSC strategy and learning-growth perspective that has been in effect for 20 years, employee satisfaction has been increased, organizational commitment and job engagement have been prioritized in the State of Michigan. The result of this study will help leaders and HR departments measure and increase employee well-being with performance measurement tools.
dc.format.extent20 p.
dc.language.isoeng
dc.publisherACT Akademi
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 Spain
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
dc.subjectÀrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció::Recursos humans
dc.subject.lcshHappiness
dc.subject.lcshPositive psychology
dc.subject.lcshEmployee motivation
dc.subject.lcshJob satisfaction
dc.subject.otherBalanced Scorecard
dc.subject.otherHappiness
dc.subject.otherPositive psychology
dc.subject.otherPositive organizational psychology
dc.subject.otherEmployee well-being
dc.subject.otherJob satisfaction
dc.subject.otherWork engagement
dc.subject.otherOrganizational commitment
dc.titleThe impact of strategy performance management methods on employee well-being: a case study to analyses balanced scorecard effects
dc.typeArticle
dc.subject.lemacFelicitat
dc.subject.lemacPsicologia positiva
dc.subject.lemacPersonal--Motivació
dc.subject.lemacSatisfacció en el treball
dc.contributor.groupUniversitat Politècnica de Catalunya. GREiP - Grup de Recerca d'Edificació i Patrimoni
dc.description.peerreviewedPeer Reviewed
dc.relation.publisherversionhttps://journalppw.com/index.php/jpsp/article/view/2030/1208
dc.rights.accessOpen Access
local.identifier.drac33046546
dc.description.versionPostprint (published version)
local.citation.authorCignitas, C.; Torrents, Juan Antonio; Vilajosana, J.
local.citation.publicationNameJournal of Positive School Psychology
local.citation.volume6
local.citation.number3
local.citation.startingPage2653
local.citation.endingPage2672


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