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Case
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Reference no. 9-198-048
Prize winner
Published by:
Harvard Business Publishing (1997)
Version:
14 October 1999
Length:
9 pages
Data source:
Field research

Abstract

Citibank has introduced a new, comprehensive performance-scorecard system. A regional president struggles with a tough decision: how to evaluate an outstanding branch manager who has scored poorly on an important customer satisfaction measure. This case provides a scoring sheet to be completed by the reader and an explanation of the ramifications of the decision for the business's strategy.

Topics

Control systems; Quality management; Performance appraisals; Performance management; Performance measurement; Employee-employer expectations; Valuation; Customer satisfaction; Strategy; Balanced scorecard; Implementing strategy; Incentives
Location:
Other setting(s):
1996