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A P P R A IS A L O F
P ER FO R M A N C E
CO VERAG E
1. Introduction
2. Financial & Nonfinancial Performance
3.
4.
5.
6.
Measures
Designing Accounting-Based Performance
Measures
Performance Measurement in
Multinational Companies
Performance of Managers vs.
Performance of Organizational Units
Intensity of Incentives
IN TRO D U CTIO N
Performance evaluation: process by w/c
financial goals
Determine time horizon of each performance
measure.
Define components of each performance
measure.
Choose a measurement alternative for each
performance measure.
Decide on a target level of performance
Choose the timing of feedback
Historical cost
Present value
Current cost
Current disposal price
book value
Make ROI calculation relevant & comparable
PERFO RM AN CE M EASUREM EN T IN
M ULTIN ATIO N AL CO M PAN IES
Multinationals
cos. operating in several countries
Have more complicated reporting needs than
domestic cos.
Performance evaluation can be complicated by:
1. Changes in exchange rates (foreign vs. local
currency)
2. Legal, cultural, political, economic & social
differences
3. Availability of materials & skilled labor, as well as
costs of materials, labor & infrastructure
4. Transfer pricing
5. Import & price controls
M AN AG ERIAL VS.
O RG AN IZATIO N AL U N IT
Performance
PERFO
RM AN
CE
evaluation:
done at all org. levels
Performance evaluation of mgr. must be
tied to performance
- objective: encourage goal congruence
Preferred performance measures: those
sensitive to or change significantly w/
managers performance
- this encourages use of nonfinancial
measures
Salary: dominant part of compensation when
measures sensitive to mgrs actions are not
available