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As Johnson et al (2014) notes, The Balanced Scorecard (TBSC) is an important broad measure of effectiveness (p. 368). Many researchers appear to like TBSC precisely for the fact of its breadth of applicability. While there is little research on how to connect the Balanced Scorecard concept to other management toolsit seems relatively easy to integrate individual methods into the concept (Ahn, 2001, p.459). Ahn (2001) further postulates that TBSC presents an ideal framework for strategic performance management, due to its flexibility to incorporate other forms of performance management thereby enhancing its effectiveness.

One such other form of performance management is the Dynamic Multi-dimensional Performance or DMP (Maltz et al, 2003). The DMP expands upon TBSC four perspectives, by adding a new fifth performance dimensions focused exclusively on the development of firm employees. The other dimensions are similar to that of TBSC namely Financial Performance, Market/Customer, Process and Future. Using survey data as their empirical support, Maltz et al (2003) emphasizes the key role human resource plays an important part in the strategic performance management process. In so doing DMP addresses the limitations of The Balanced Scorecard by providing a clear series of measures for human capital (Maltz et al, 2003, p. 197).

Do you agree that human resource is an important addition to the four main performance management parameters set by Kaplan and Norton (1992)?