Abstract
Still a gap in the literature with regard to how people react to pressures to achieve the goals established by the Balanced Scorecard (BSC) in organizations. This paper evaluates and discusses the impact of the emphasis of objective questions on the company’s relationship with its employees, from the analysis of the process in which the BSC has implications in everyday practices involving the management of people. The theoretical discussion is made on the basis of the social representations of the management practices of people while assessing the implications follows the approach advocated by Pagès et al. (1987) on the exercise of power in organizations. The theoretical legitimization is done through the case study of an institution of professional education with recent experience in the implementation of the BSC, and the data were treated based on theoretical propositions, the result of the literature review and interpretation of research.
Keywords
Social representation; People management; Educational institution; Daily practices; Balanced Scorecard