Health Services Management Research > Volume 21, Number 2 > Pp. 71-80

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Using the balanced scorecard to mobilize human resources in organizational transformation

Peter Tsasis ^*   and Bruce Harber 

* School of Health Policy and Management; School of Administrative Studies, York University, Toronto; York Central Hospital, Richmond Hill, Ontario, Canada

Correspondence to: Peter Tsasis Email: tsasis{at}yorku.ca

Traditionally, the balanced scorecard (BSC) has been an effective tool in linking measurement to strategy. However, what is least understood is how the BSC can be used to redefine organizational relationships, re-engineer fundamental processes and transform organizational culture, for superior performance in an organization with the same people, services and technology that previously delivered dismal performance. This paper highlights the process and uses York Central Hospital in Toronto, Ontario, Canada as an illustrative example.

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