Developing an Integrated Scorecard Essay Example

and performance models examined in the prior survey and three cases. When considering a business organization, it is clear that even with a division of labor and responsibilities, the people within it interact and are subject to basic psychosocial dynamics. Therefore, at a conceptual level, health and fitness can be seen as running parallel to a business organization.

Two models, the Fitness Integrated Therapy Model and Transtheoretical Model of Change, are best suited to represent psychosocial factors, while the Third Generation Balance Scorecard Generic Strategy Map (Figure 15) is ideal for measuring performance in a business context. It's important to consider psychosocial factors at all levels of an organization, which is often missing from other models. However, by treating health and functionality as a program or strategy, it can be integrated into the scorecard model. Figure 14 shows parallel models of ecological, psychosocial, and organizational factors and Priority Reasoning.

Psychosocial models examine various aspects of human beings, including physiological and motivational factors. Two models that fall under this category are the Fitness Integrated Therapy model (Burke, 2001) illustrated in Figure 12 and the Transtheoretical Model of Change (Prochaska, Norcross, and Diclemente, 1994) shown in Figure 13.

The Fitness Integrated Therapy Model promotes a positive change in physical and mental well-being by adjusting exercise and lifestyle habits, thoughts, emotions, and behavior patterns. Figure 12 illustrates the importance of considering both physiological and psychosocial factors in achieving behavioral changes, according to Burke (2000). O'Donnell's (2000) research indicates that only ten percent of employees consistently engage in exercise, emphasizing the need to address the remaining ninety percent. Therefore, offering an intervention solely focused on exercise programs would only meet the

needs of a minority subset of employees.

According to the model, the program comprises coaching and mentoring, a wellness clinic, awareness and motivational lectures, educational materials, self-development lessons, and effective communication lectures to cater to the needs of ninety percent. The program also includes action-oriented strategies like time and stress management, onsite exercises such as stair climbing, walking meetings, yoga, tai chi, pilates, circuit classes, stretching exercises, and fitness classes for the remaining ten percent. The study measures both physiological and psychosocial factors based on the fitness integrated model.

Figure 13 depicts the Transtheoretical Model of Change, which encompasses various stages such as Pre contemplation, Contemplation, Preparation, Action, and Maintenance. These stages reflect the behavioral aspects of change (Prochaska, Norcross, and DiClemente, 1994). Ignorance is bliss while sitting on the fence is contemplation, and walking the talk is maintenance. To take the plunge is action while lost the plot indicates relapse. The study employs physiological measurements, including body weight (body mass index), intracellular water, extracellular water, fat percentage, lean body mass percentage, and basal metabolic rate using bioelectrical analysis (see Appendix 1 for more information). Quality of Life and Lifestyle Factors are determined using the SF36 questionnaire.

The questionnaire's reliability and validity have been adequately evaluated, with normative data available from sources such as NIH (1994) and Jenkinson et al. (1993). The current study's results support the case study hypotheses by demonstrating that onsite workplace wellness programs have a significant impact (p=<0.05). Measures used in the integrated model have been validated.

The enhancement of employee health has a positive impact on productivity, encompassing both physical and psychological aspects. Additionally, it is important for high-risk and high-demand occupational groups, such

as firefighting, to maintain a high level of work fitness and health status in order to optimize their firefighting abilities (p= ;0.05). These theories serve as the significant statistical groundwork for constructing the health productivity balance scorecard.

Returning to the two primary inquiries that stemmed from the literature review and were explored in the research chapter of this thesis: the concern with many scorecards is that numerous measures and indicators chosen at an operational level may not be suitable. If they are unsuitable, they will not conform to the organization's strategy. As such, the question arises regarding which physiological and psychosocial indicators should be incorporated into the health productivity management scorecard. Case study one offers insight into this matter.

The objective of the second investigation was to examine theoretical evidence supporting the causal link between healthy and efficient employees in work environments and increased productivity, leading to improved organizational profitability. Therefore, the question posed is whether the physical fitness and well-being of workers can optimize their abilities and job expertise within the effective workforce formula, EWF = f(OS + OL)(BS + BL) ? f(WHS + WFL), as analyzed in case studies two and three. (5.6)

Fig. 15 presents research findings that are relevant to business leaders developing and executing a productivity strategy, highlighting the unique aspects of Health & Productivity Programs in comparison to standard metrics. The study shows that workplace wellness initiatives have a significant positive impact (p= <0.05) on employees' physical and mental health, leading to notable reductions in cholesterol levels and improved cardiac performance.

. The interventional group demonstrated noteworthy results, indicating better productivity and a reduction in injuries compared to the control group (with decreased

productivity). Additionally, healthcare expenses decrease due to fewer upper limb injuries (P=0.000) and there is an increase in confidence in adopting prevention practices for job-related injuries (P=0.003).

According to research, performance in high demand and risk occupations like firefighting is predominantly affected by the health and functional level of employees, rather than their knowledge and skill set (p=;0.05). If employees are at risk due to factors such as increasing age, smoking history, or being overweight, there are notable reductions in performance, especially in high risk jobs (p=;0.05).

The employees classified under the high demand, high strain group, who are also at a greater risk for health issues like hypertension or obesity, exhibit reduced performance (p=;0.05). This trend is similarly observed among workers in the same group who have medical conditions like diabetes and hypertension, leading to decreased performance (p=;0.05). Multiple case studies reinforce the link between the functional level of the workforce and their health status, with a subsequent impact on productivity.

Figure 15 illustrates how these findings aid in managing and utilizing the health productivity management scorecard. However, there is a dilemma regarding the correlation between employees' job skills and motivation, as well as their fitness level and health status, and how it affects their productivity.