Reimagining Hospital Management: The Balanced Scorecard as a Catalyst for Employee Retention and Organizational Excellence
PERSPECTIVE article
Front. Public Health
Sec. Health Economics
Volume 12 – 2024 |
doi: 10.3389/fpubh.2024.1485683
Provisionally accepted
- 1
Department of Finance and Accounting, School of Management & Capital Market Research Center, Zhejiang University, Hangzhou, Zhejiang Province, China - 2
Faculty of Economics, The International University of Kagoshima, Kagoshima, Japan - 3
School of Management, Zhejiang University, Hangzhou, Zhejiang Province, China
The final, formatted version of the article will be published soon.
Employee turnover in healthcare institutions is a critical issue affecting both quality of care and organizational costs. This study examines the potential impact of the Balanced Scorecard (BSC) as a communication tool on employee turnover rates in a Japanese hospital setting. A case study of Bethlehem Garden Hospital in Tokyo, Japan, was conducted to examine turnover rates before and after the implementation of BSC. The study also compares these rates to industry averages in Japan and the United States. The results show a significant reduction in turnover rates from 23.6% in 2015 to 3.4% in 2023 following the implementation of BSC, which is lower than both national and international industry averages. This reduction corresponded with increased employee engagement scores. The study suggests that the BSC when effectively implemented and communicated, can help reduce turnover by improving organizational alignment, employee engagement, and trust. Although the single case study design limits generalizability, these findings provide valuable insights into the potential of BSC as a strategic tool for addressing turnover in healthcare settings. Future research directions are suggested to validate these findings further in diverse healthcare environments.
Keywords:
balanced scorecard, Hospital management, employee turnover, Communication, engagement, Healthcare workforce
Received:
24 Aug 2024;
Accepted:
19 Nov 2024.
Copyright:
© 2024 Huang and Nemoto. This is an
open-access article distributed under the terms of the
Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted,
provided the original author(s) or licensor are credited and that the
original publication in this journal is cited, in accordance with accepted
academic practice. No use, distribution or reproduction is permitted which
does not comply with these terms.
* Correspondence:
Moeki Nemoto, Faculty of Economics, The International University of Kagoshima, Kagoshima, Japan
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