MANAGERS PERCEPTION OF ORGANIZATIONAL JUSTICE IN THE USE OF BALANCED SCORECARD FOR THE STRATEGIC PERFORMANCE MEASUREMENT
DOI:
https://doi.org/10.11606/rco.v10i27.109014Keywords:
Distributive justice. Procedural justice. Balanced Scorecard. Strategic performance.Abstract
This paper examines managers’ perception of Organizational Justice in the use of the Balanced Scorecard to measure the strategic performance of manufacturing company. From the point of view of 47 respondents, the survey discloses a fragment of the corporation's experience in using the Balanced Scorecard as a strategic performance measurement system. The survey results show that as the causal strategic model expands in its ability to influence individual performance, more intense the influence on the perception of distributive justice tends to be. Regarding the perception of procedural justice and organizational citizenship, the study presents evidence that the respondents know how the rules are established. Consistent with previous studies, the research suggests that organizational citizenship can have an impact on how the activities are coordinated, thus influencing the use of the Balanced Scorecard to measure the strategic performance.
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