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The impact of strategic planning for training and educational non government organizations in Sri Lanka: an evaluation using the balanced scorecard

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dc.contributor.author de Alwis, A.C.
dc.contributor.author Weerasooriya, W.M.R.B.
dc.contributor.author Khatibi, Ali.
dc.date.accessioned 2015-03-16T06:18:33Z
dc.date.available 2015-03-16T06:18:33Z
dc.date.issued 2014
dc.identifier Human Resources Management en_US
dc.identifier.citation International Journal of Management Sciences and Business Research, (2014), Iss. 7,vol 3, p.p.48-62 en_US
dc.identifier.issn 2226-8235
dc.identifier.uri http://repository.kln.ac.lk/handle/123456789/5749
dc.description.abstract This purpose of this study is to investigate the impact of strategic planning, based on the balanced scorecard concept, to emphatically investigate the training and educational non-government organizations in Sri Lanka. This study aims at performance effectiveness made using the multiple perspectives of the balanced scorecard (Robert S. Kaplan & David P. Norton, 1992 a). A fifth dimension was added to the balanced scorecard, developed originally by Niven (2008), which is volunteers’ development. Fifty executives were selected from the Sri Lankan training and educational non-government organizations for this study. Results however, did not show that most of the Sri Lankan non governments are fully aware of the BSC as a tool for assessing their performance effectiveness. A statistically significant difference was found in four out of five domains embraced by the BSC performance effectiveness scale and four out of seven hypotheses were supported to the performance effectiveness model. The NGO’s sector in Sri Lanka is highly fragmented and lacks the formal means necessary for effective performance reporting. en_US
dc.language.iso en en_US
dc.title The impact of strategic planning for training and educational non government organizations in Sri Lanka: an evaluation using the balanced scorecard en_US
dc.type Article en_US


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