Authors: Cecily Raiborn, Brenda Joyner
Addresses: Loyola University New Orleans, P.O. Box 15, 6363 St. Charles Ave., New Orleans, LA 70118, USA. ' Loyola University New Orleans, P.O. Box 15, 6363 St. Charles Ave., New Orleans, LA 70118, USA
Abstract: External stakeholders must consider four public responsibility areas of organisational behaviour that contribute to long-run financial viability: 1. environmental responsibility; 2. social responsibility; 3. employee health and safety; 4. ethics. Failure in any one of these areas could be the downfall of an organisation. This paper develops the Performance Scorecard Model to address reporting relative to performance on these nonmonetary issues of concern to organisational stakeholders. Another model, the Stakeholder Model of Public Responsibility Assessment, is also developed for all types of nonfinancial reporting. However, this paper focuses solely on the use of this model for environmental and sustainable development activities assessment. The models provide a basis from which companies can: articulate policies; report on and assess activities; tie policies to organisational strategy. These models should assist stakeholders in assessing whether particular firms are going beyond minimal expectations and pursuing substantive public responsibility policies.
Keywords: environmental responsibility; social responsibility; ethics; performance measurement; business performance management; business performance assessment; environmental information; performance scorecard; health and safety; public responsibility assessment; sustainable development.
International Journal of Business Performance Management, 2006 Vol.8 No.2/3, pp.246 - 258
Published online: 16 Feb 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article