Essays on The Interaction between Organizational Behaviour, the Balanced Scorecard, and Employee Coaching on Tangible Results in Organizations Literature review

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The paper “ The Interaction between Organizational Behaviour, the Balanced Scorecard, and Employee Coaching on Tangible Results in Organizations” is a   creative example of the literature review on human resources. The three aspects, the organizational behaviour, the balanced scorecard, and coaching are important factors of determining organizational results. The balanced scorecard is a concept or tool that helps managers to predict the performance outcome. It is a tool that measures the performance of any organization, however, small or big. The organizational behaviour is crucial because it helps people to know how to socialize within the organization.

Coaching, on the other hand, reinforces the skills and knowledge of an employee. The three aspects contribute to the performance of an organization (Encyclopaedia of Business, 2015). Organizational behaviourOrganizational behaviour refers to the field of a study investigating the impacts that structures, groups, and individuals have on behaviour in organizations. The study is done so as to apply such knowledge towards improving the effectiveness of an organization. Behavioural sciences contribute to organizational behaviour development. Such disciplines include Sociology, Anthropology, Psychology, and social psychology. Psychology refers to the science that measures, explains and changes, sometimes, the human and animal’ s behaviour.

The unit of analysis of psychology is an individual. Psychology contributes to organizations behaviour through influencing how an individual learns, determines the motivation, emotions perception, and motivation of an individual. Psychology also gives insights on how leadership effectiveness, training, and job satisfaction affect the organizational behaviour of an individual (Encyclopaedia of Business, 2015). The discipline helps in individual decision-making and performance appraisal attitude measurement. In a nutshell, the discipline contributes towards behavioural change, attitude change, communication, group processes and group decision-making.

References

List of references

Boundless 2015, “Measuring Organizational Performance,” Boundless Management, Retrieved, April 14th 2015 from, /

Encyclopaedia of Business, 2015, Organizational behaviour, Retrieve 6th May 2015 from,

Kaplan R. S. & Norton D. P., 1992, ‘The Balanced Scorecard-Measures That Drive Performance,’ Retrieved April 14th 2015 from,

Mint berg, Henry, et al., 1996, "Some Surprising Things about Collaboration—Knowing How People Connect Makes It Work better,” Organizational Dynamics, spring.

Mishap, A.K & Gretchen, M. S., 1998, ‘Explaining How Survivors Respond to Downsizing: The Roles of Trust, Empowerment, Justice, and Work Redesign,’ Academy of Management Review, July.

Nahavandi, A., & Ali, R. M., 1998, Organizational Behavior: The Person-Organization Fit, Simon & Schuster, New York.

Robbins, S.P., 1998, Organizational Behaviour: Concepts, Controversies, and Applications, 8th ed, Upper Saddle River, NJ: Prentice Hall.

Richard, J.P., Devinney, T.M & Yip, G.S & Johnson, G., 2008, “Measuring Organizational Performance as a Dependent Variable: Towards Methodological Best Practice,” Retrieved April 14th 2015 from,

Schneiderman, A. M., 1999, Why balanced scorecards fail, Journal of Strategic Performance Measurement, pp.6–11.

White, P., 2009, “How coaching & mentoring can drive success in your organization,” Retrieved 6th May 2015 from,

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