THE IMPACT OF STRATEGIC PLANNING AND THE BALANCED SCORECARD METHODOLOGY ON MIDDLE MANAGERS' PERFORMANCE IN THE PUBLIC SECTOR

Abstract

The aim of this research is to study the impact of two strategic management systems, strategic planning and the Balanced Scorecard, on the performance and managerial competencies of middle managers working in the public sector. The two strategic management systems are both integrated in a business planning process and the organisation in question is the Defence Department of Canada. The research, supported by a questionnaire, identifies that strategic planning and the Balanced Scorecard are well implemented in the Canadian Defence Sector. Secondly, we discovered that the middle managers working for the Defence Department have the perception that the use of the two strategic management systems has a positive impact on their general performance and also on their managerial competencies. More precisely, we discovered that the competencies of managing change and organisational awareness are the most impacted by the use of the two strategic management systems. Finally, there is a correlation between the two strategic management systems. The more time a managers spends doing strategic planning, the more they are inclined to spend time doing balanced scorecard activities and believe that their performance is increased.

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