Current Journal of Applied Science and Technology

This work focuses on enriching the already available theory concerning public sector management. Experiential validation of employing the Balanced Scorecard for the public sector organisations is examined. An interpretive paradigm in combination with an action research strategy was employed in carrying out the study. The data were collected using both focus group discussions and personal interviews. The analysis was through content and interpretation examination. It is assumed that this study, having focused on one authority whose function is to enhance skills development within the information and communications technology sector in South Africa. The results in this work indicate that public organisations should endeavour to put people they serve (clients) at the forefront of their strategic plans. This result confirms the results reported by Kaplan and Norton [9]. Still the study findings indicated that bodies that fund public organisations should as well be taken as stakeholders in the organisational strategic plan, and require to be satisfied in order to ensure continuity of funding. Departmental balanced scorecards should be embraced in contrast to an entire organisational balanced scorecard which seems to be a suggestion from some researchers and scholars. The core advantage with this is that it enhances corporation as opposed to individualism and leads to cohesion rather than divisions.