In most contemporary organisations in Zimbabwe, it has been found that, they are still focusing on the traditional way of measuring performance (appraisal system) that emphasizes more on operational measures while ignoring the financial measures. This study seeks to establish the applicability and significance of the balanced scorecard approach to performance management at Gokwe Rural District Council (GSRDC) that operates in a turbulent and highly competitive environment. This approach emphasizes more on linking the strategy to the individual performance, goals and needs. The study is based on the balanced scorecard framework that was put forward by Kaplan and Norton (1992).
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