In-store personnel managers balance Tesco's scorecard - The UK's largest food retailer has developed its own version of the "balanced scorecard" technique for measuring business performance against specific targets - supplementing traditional financial indicators with measures of performance relating to people, customers and processes. The concept has been converted by Tesco into what it calls a "steering wheel" with four quadrants - people, finance, customers and operations - in order to connect fully with the company's own organisational culture and business goals. We examine the role of in-store personnel managers at Tesco, focusing on their contribution to the company's version of the "balanced scorecard". Our study is based on interviews with Tesco's retail HR director and three of its in-store personnel managers.