Strategic management accounting and performance measurement

Most of the organizations in our study clearly understood the role and nature of the community in affecting its ability to contract with its other stakeholders. Horngren proposed three roles for performance measurement — scorecard-keeping, attention directing, and problem solving — that are loosely related to the three roles that we propose here.

For example, based on a controllership study undertaken by Herbert Simon and his coauthors, Charles T. The causal relationship between social responsibility and financial returns remains unclear. There has been relatively little formal research published about the role of performance measures, other than financial measures, in practice.

Or, how does an employee incentive pay system translate into improved employee motivation and performance that, in turn, result in increased organization profitability? For a discussion of the importance and emerging role of trust in organizations, see: For example, how does quality improvement translate into increased sales and profits?

For example, a salesperson cannot be held accountable for the quality of the manufactured product, only the quality of the service offered to the customer.

Waterhouse is the director of the School of Accountancy at the University of Waterloo. We define increasing shareholder wealth as providing a return to shareholders that exceeds the return that they require for the risks they face by investing in that organization.

An example of an organization that has developed relationships between process measures and financial results, Weirton Steel, a U. These three roles of performance measurement have been understood, if not implemented in practice, for a long time.

The key is that each stakeholder group must believe that, when the process is complete, there will be an acceptable balance between what they give to and receive from the organization. University of Pennsylvania, Wharton School, unpublished working paper, May Kaplan and Norton Our purpose was to determine whether and how each organization used performance measurement to support its performance level.

The strategic performance measurement model we develop here can be applied to profit-seeking organizations that have multiple primary objectives — for example, objectives that are owner-related and those that are community- or employee-related.

Pava and Krausz Harvard Business School Press, Realistically, this process may be sequential and evolve over time. One facet of employee satisfaction is employee loyalty, which some people believe creates improved organization performance and wealth. Pfeiffer, Gannetteer, March—Aprilp. New York Controllership Foundation, ; and C.

To provide a preliminary test and to refine our initial notions about the nature and role of strategic performance measurement, we visited twelve organizations that had outstanding reputations for their abilities to deal with one of the five stakeholder groups: For an interesting discussion of stakeholder capitalism and shareholder capitalism, see: Each organization indicated that a major benefit of strategic performance measurement is to align or coordinate the activities of different organization groups and decision makers and to focus attention on the organization goals reflected in or communicated by the strategic performance measurement system.

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This provides an important means of relating process improvement results, which are secondary measures of performance, to profitability results, which are primary measures of performance. One conclusion that Ittner et al. About the Authors Anthony A. Free Press,p. Rather, operations personnel tend to focus on the causes of financial results rather than the financial results themselves.

This does not mean that operations people are oblivious to financial considerations.Each organization indicated that a major benefit of strategic performance measurement is to align or coordinate the activities of different organization groups and decision makers and to focus attention on the organization goals reflected in or communicated by the strategic performance measurement system.

See: Kaplan and Norton (). Utilizing Strategic Management Accounting Techniques (SMATs) for Sustainability Performance Measurement with information for social performance measurement and management?

Performance Measurement and Management: A Strategic Approach to Management Accounting [Malcolm Smith] on mint-body.com *FREE* shipping on qualifying offers.

Management accountancy has a dynamic role to play in the competitive strategy of modern global businesses.

organization by developing an integrated framework of performance measurement. A) What is strategic management accounting (SMA)?. A Performance Measurement Case for Managerial Accounting L.

Melissa Walters, The University of Tampa ABSTRACT This instructional case is designed to develop students’ understanding of strategic performance measurement concepts. Case requirements ask students to interpret operating results, evaluate a strategic performance management.

() The Moderating Effects of the Incentive System and Performance Measure on Managers' and Their Superiors' Expectations about the Manager's Effort.

Behavioral Research in Accounting ,

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Strategic management accounting and performance measurement
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