Evaluating the balanced score card for strategic HRM in a higher education institution

This thesis explores the applicability of the Balanced Scorecard (BSC) as a performance management tool to measure, manage, and improve Human Resource Management (HRM) performance in higher education institutions (HEI). Using a case study approach at an internationally operating, multi-campus university, the research addresses strategic and operational challenges in HRM and investigates how the implementation of the BSC can drive both individual and institutional effectiveness.The research critically examines the broader trends impacting the higher education sector —globalisation, technological advancements, and demographic shifts — and their implications for human resources. It identifies key academic theories, concepts, and frameworks related to HRM and performance management, forming the foundation for a problem definition and research questions. Through the design and implementation of a tailored HR-BSC, the research evaluates its impact on aligning HR practices with institutional goals, addressing organisational complexities, and fostering continuous improvement.Reflecting the interdisciplinary and practical focus of the Doctor of Business Administration (DBA) programme, this thesis integrates published theories on performance evaluation with real-world application, offering actionable recommendations for enhancing HRM practices in HEI. By doing so, it contributes to the ongoing scholarly debate on adapting corporate performance management models to academic contexts and highlights the critical role of strategic HRM in sustaining institutional competitiveness.