Performance Management and Evaluation Multimedia Slides by: Gail A. Mestas, MAcc, New Mexico State...

Performance Management and

Evaluation

Multimedia Slides by: Gail A. Mestas, MAcc, New Mexico State University

Chapter 7

Gail Mestas

Replace book cover with POA, 2005e

7–2 Copyright © Houghton Mifflin Company. All rights reserved.

Learning Objectives

1. Describe how the balanced scorecard aligns performance with organizational goals, and explain the role of the balanced scorecard in the management cycle.

2. Discuss performance measurement, and state the issues that affect management’s ability to measure performance.


Learning Objectives (cont’d)

3. Define responsibility accounting, and describe the role that responsibility centers play in performance management and evaluation.

4. Prepare performance reports for cost centers using flexible budgets and for profit centers using variable costing.


Learning Objectives (cont’d)

5. Prepare performance reports for investment centers using traditional measures of return on investment and residual income and the newer measure of economic value added.

6. Explain how properly linked performance incentives and measures add value for all stakeholders in performance management and evaluation.


Organizational Goals and the Balanced Scorecard

• Objective 1– Describe how the balanced scorecard

aligns performance with organizational goals, and explain the role of the balanced scorecard in the management cycle


The Balanced Scorecard

… is a framework that links the perspectives of an organization’s four

basic stakeholder groups with the organization’s mission and vision,

performance measures, strategic plan, and resources

• Developed by Robert S. Kaplan and David P. Norton


• Four basic stakeholder groups of an organization

1. Financial (investors)

2. Learning and growth (employees)

3. Internal business processes

4. Customers

The Balanced Scorecard (cont’d)


• To succeed, an organization must add value for all groups in both the short and long terms

– Must determine each group’s objectives

– Translate objectives into performance measures that have specific, quantifiable performance targets

The Balanced Scorecard (cont’d)


• Managers must evaluate the company vision from the perspective of each stakeholder group– Seek to answer one key question for each

group

– These key questions align the organization’s strategy from all perspectives

Planning


• Financial (investors)– To achieve our organization’s vision, how should

we appear to our shareholders?

• Learning and growth (employees)– To achieve our organization’s vision, how should

we sustain our ability to improve and change?

• Internal business processes– To succeed, at what business processes must our

organization excel?

• Customers– To achieve our organization’s vision, how should

we appear to our customers?

Planning (cont’d)


• Once the organization’s objectives are set, managers can select performance measures and set performance targets– Translates objectives into an action plan

Planning (cont’d)


Perspective

Objective

Financial (investors)

Customer satisfaction means revenue growth

Customer satisfaction means cross-trained, Learning and growth (employees)

customer service-oriented employees

Customer satisfaction means reliable products and Internal business processes

short delivery cycles

Customer satisfaction means keeping customer Customers

loyalty through repeat visits and redeemed PEAKS points

• If Vail Resorts’ collective vision and strategy is customer satisfaction, its managers might establish the following overall objectives

Planning (cont’d)


• These overall objectives are then translated into specific performance objectives and measures for managers

• Examples of how performance measures might be measured for a ski lift manager include– Financial

• Hourly lift cost

• Lift ticket sales in dollars and in units

Planning (cont’d)


– Learning and growth• Number of cross-trained tasks per employee

• Employee turnover

– Internal business processes• Number of accident-free days

• Number and cost of mechanical breakdowns

• Average lift cycle time

– Customers• Average number of ski runs per daily lift ticket

• Number of repeat customers

• Number of PEAKS points redeemed

Planning (cont’d)


Sample Balanced Scorecard of Linked Objectives, Performance Measures, and Targets

Gail Mestas

Insert updated figure 1, sample balanced scorecard of linked objectives, performance measures, and targets, chpater 26, POA, 2005e


Executing

• Balance the needs of all stakeholder groups when making management decisions– Use mutually agreed-on strategic

objectives for the entire organization as the basis for decision making

• Improve performance by verifying and tracking causal relationships


Reviewing

• Evaluate performance by comparing financial and nonfinancial results with performance measurement targets

• Analyze results and recommend changes

• Determine– If the targets were met

– What measures need to be changed

– What strategies or objectives need revision


Reporting

• Prepare reports of interest to stakeholder groups– Financial performance reports

– Customer PEAKS statements

– Internal business processes reports for targeted performance measures and results

– Performance appraisals of individual employees

Such reports enable managers to monitor and evaluate performance measures that add value for stakeholder groups

7–19

The Balanced Scorecard

and the Management

Cycle

Gail Mestas

Insert updated Exhibit 1, segment information for Goodyear Tire & rubber co., chapter 18, POA, 2005e


Discussion

Q. With regard to evaluating the company vision from the perspective of the learning and growth (employee) stakeholder group, what key question would managers want to answer?

A. To achieve our organization’s vision, how should we sustain our ability to improve and change?


Performance Measurement

• Objective 2– Discuss performance measurement, and

state the issues that affect management’s ability to measure performance


Performance Management and Evaluation System

… is a set of procedures that account for and report on both financial and

nonfinancial performance

• Used to identify– How well a company is doing

– Where it is going

– What improvements will make it more profitable


What to Measure, How to Measure

• Performance measurement– The use of quantitative tools to gauge an

organization’s performance in relation to a specific goal or an expected outcome

• To succeed, managers must be able to distinguish between what is being measured and the actual measures used to monitor performance


Other Measurement Issues

• A unique set of performance measures must be developed that are appropriate to each organization’s situation


Other Measurement Issues (cont’d)

• Issues to consider other than what to measure and how to measure it– What performance measures can be used?

– How can managers• Monitor the level of product or service quality?

• Monitor production and other business processes to identify areas that need improvement?

• Measure customer satisfaction?

• Monitor financial performance?


Other Measurement Issues (cont’d)

– Are there other stakeholders to whom a manager is accountable?

– What performance measures do government entities impose on the company?

– How can a manager measure the company’s effect on the environment?


Discussion

Q. What does a performance management and evaluation system identify?

A. How well a company is doing, where it is going, and what improvements will make it more profitable


Responsibility Accounting

• Objective 3– Define responsibility accounting, and

describe the role that responsibility centers play in performance management and evaluation


Responsibility Accounting

• As part of their performance management systems, many organizations– Assign resources to specific areas of

responsibility

– Track how the managers of those areas use those resources

– Evaluate managers at all levels in terms of their ability to manage their area of responsibility in keeping with organizational goals


Responsibility Accounting (cont’d)

• Is an information system

• Classifies data according to areas of responsibility

• Reports each area’s activities by including only the revenue, cost, and resource categories that the assigned manager can control


Responsibility Accounting (cont’d)

• Responsibility center– An organizational unit whose manager has

been assigned the responsibility of managing a portion of the organization’s resources

• The activity of the responsibility center dictates the extent of a manager’s responsibility


Types of Responsibility Centers

1. Cost centers

2. Discretionary cost centers

3. Revenue centers

4. Profit centers

5. Investment centers


Cost Center

• A responsibility center whose manager is accountable only for controllable costs that have well-defined relationships between the center’s resources and products or services

• Performance is usually evaluated by comparing an activity’s actual cost with its budgeted cost and analyzing the resulting variances


Cost Centers (cont’d)

• Examples– Assembly plants in manufacturing

organizations• Relationship between the costs of resources

and resulting products is well defined

– Food services in hospitals and nursing homes

• Clear relationship between costs of food and direct labor and the number of inpatient meals served


Discretionary Cost Center

• A responsibility center whose manager is accountable for costs only and in which the relationship between resources and products or services produced is not well defined– Cost-based measures cannot usually be

used to evaluate performance


Discretionary Cost Centers (cont’d)

• Examples– Administrative activities

• Accounting

• Human resources

• Legal services

– Research and Development• Might measure number of patents obtained and number

of cost-saving innovations developed

– Service organizations• United Way might measure administrative activities by

how low their costs are as a percentage of total contributions


Revenue Center

• A responsibility center whose manager is accountable primarily for revenue and whose success is based on its ability to generate revenue

• Performance is usually evaluated by comparing its actual revenue with its budgeted revenue and analyzing variances


Revenue Centers (cont’d)

• Examples– Car rental reservation center

– Clothing retailer ecommerce order department

• Performance measures for both manufacturing and service organizations may include– Sales dollars

– Number of customer sales

– Sales revenue per minute


Profit Center

• A responsibility center whose manager is accountable for both revenue and costs and for the resulting operating income

• Example– Local store of a national chain such as Wal-Mart,

Kinko’s or Jiffy Lube

• Performance evaluated by comparing figures from actual income statements with figures in its master or flexible budget income statement


Investment Center

• A responsibility center whose manager is accountable for profit generation and can also make significant decisions about the resources the center uses

• Performance of both manufacturing and service organizations usually evaluated using measures such as– Return on investment

– Residual income

– Economic value added


Gateway_User

Insert updated Figure 2, Common-size balance sheets presented graphically, chapter 18, POA, 2005e


Organizational Structure and Performance Management

• A company’s organizational structure formalizes its lines of managerial authority and control

• Organizational chart– Visual representation of an organization's

hierarchy of responsibility for purposes of management control

• Five types of responsibility centers are arranged by level of management authority and control


Organizational Structure and Performance Management (cont’d)

• Responsibility accounting system– Establishes a communications network

within an organization

– Ideal for gathering and reporting information about the operations of each area of responsibility

– Used to • Prepare budgets by responsibility area

• Report the actual results of each responsibility area



• The report for a responsibility center should contain only controllable costs and revenues– The costs, revenues, and resources that

the manager of a center can control

A responsibility accounting system assures managers will not be held responsible for items they cannot change


Partial Organizational Chart of Café Cubano, a Restaurant Chain

Gail Mestas

Insert updated figure 3, partial organizaitonal chart for cafe cubano, a restaurant chain, chapter 26, POA, 2005e



• Performance reports for each level of management are tailored to each manager’s individual needs for information

• The same information may appear in various formats in several different reports– Information from reports for lower-level managers

is usually summarized and condensed when it appears in upper-level managers’ reports


Discussion

Q. What is the difference between a cost center and a discretionary cost center?

A. The managers of cost centers are accountable for controllable costs that have well-defined relationships between the center’s resources and products or services

The managers of discretionary cost centers are accountable for costs in which the relationship between resources and products or services produced is not well defined. Therefore, cost-based measures cannot usually be used to evaluate performance


Performance Evaluation of Cost Centers and Profit Centers

• Objective 4– Prepare performance reports for cost

centers using flexible budgets and for profit centers using variable costing


Performance Evaluation of Cost Centers and Profit Centers

• Performance reports – Allow comparisons between actual performance

and budget expectations• Contain information about costs, revenues, and

resources that are controllable by individual managers

– Allow evaluation of an individual’s performance with respect to responsibility center objectives and companywide objectives

– Recommend changes

If a performance report includes items that the manager cannot control, the credibility of the entire responsibility accounting system can be called into question


Evaluating Cost Center Performance Using Flexible Budgeting

Orlena Torres, the VP of food products at Café Cubano, is responsible for the central kitchen, where basic preparation is done on the food products the restaurants sell

• The central kitchen is a cost center– Its costs have well-defined relationships with the

resulting products

• To ensure the central kitchen is meeting its performance goals– Torres has decided to evaluate the performance of

each food item produced• A separate report will be prepared for each product

– Will compare actual costs with the corresponding amounts from the flexible and master budgets


Central Kitchen’s Performance Report on Café Cubano’s House Dressing

Gail Mestas

Insert Exhibit 1, central kitchen's performance report on cafe cubano's house dressing, chapter 26, POA, 2005e


Evaluating Profit Center Performance Using Variable Costing

• Profit center performance is usually evaluated by comparing actual income statement results to the budgeted income statement


Evaluating Profit Center Performance Using Variable Costing (cont’d)

• Variable costing– Method of preparing profit center performance

reports that classifies a manager’s controllable costs as either variable or fixed

– Instead of a traditional income statement, a variable costing income statement is produced

• Also called full costing or absorption costing income statement

• Used for external reporting purposes

• Same as a contribution income statement

• Useful because it focuses on cost variability and the profit center’s contribution to operating income



• When using variable costing to evaluate profit center performance– Variable cost of goods sold and variable selling

and administrative expenses are subtracted from sales to arrive at the contribution margin for the center

– All controllable fixed costs are subtracted from gross margin to determine the operating income

• Includes fixed manufacturing costs and fixed selling expenses



• When preparing a traditional income statement– All manufacturing costs are assigned to

cost of goods sold

– Cost of goods sold is subtracted from sales to arrive at the gross margin

– Variable and fixed selling expenses are subtracted from gross margin to determine operating income



Variable Costing Income Statement Traditional Income Statement Sales Sales Less all variable costs Less cost of goods sold Equals contribution margin Equals gross margin Less all fixed costs Less all period costs Equals profit center income Equals profit center income

• Variable costing income statement– Groups costs according to whether they are

variable or fixed

• Traditional income statement– Groups cost according to whether they are costs

of goods sold or manufactured or period costs


Variable Costing Income Statement Versus Traditional Income Statement for Trenton Restaurant

Gail Mestas

Insert exhibit 2, variable costing income statement versus traditional income statement for trenton restaurant, chpater 26, POA, 2005e



• The manager of a profit center may also want to measure and evaluate nonfinancial information

• Performance reports– Vary in format depending on the type of

responsibility center

– Share common themes• Compare a center’s actual results to its budgeted figures

• Focus on the differences

• Only items managers can control are included


Discussion

Q. How does a variable costing income statement arrive at profit center income?

A. Variable cost of goods sold and variable selling expenses are subtracted from sales to determine the contribution margin. All fixed manufacturing costs and fixed selling expenses are subtracted from the contribution margin to arrive at profit center income


Performance Evaluation of Investment Centers

• Objective 5– Prepare performance reports for

investment centers using traditional measures of return on investment and residual income and the newer measure of economic value added


Performance Evaluation of Investment Centers

• Performance evaluation of an investment center must include– Comparison of controllable revenues and

costs with budgeted amounts

– Performance measures for capital investments that mangers control


Return on Investment

• Takes into account both operating income and the assets invested to earn that income

• Common measure

Invested Assets

Income Operating (ROI) Investmenton Return

Assets invested is the average of the beginning and ending asset balances for the period


Return on Investment (cont’d)

• Income and assets specifically controlled by a manager must be properly measured– Critical to the quality of ROI

• ROI may be used to evaluate the manager of any investment center– An entire company

– A unit within the company• Subsidiary, division, or other segment


Performance Report Based on Return on Investment for the Café Cubano Restaurant Division

Gail Mestas

Insert exhibit 4, perfromance report based on ROI for cafe cubano restaurant division, chapter 26, POA, 2005e



• The ROI computation is the aggregate measure of many interrelationships– The basic ROI equation can be rewritten to show

the many elements a manager can influence

Invested Assets

Income Operating ROI

Invested Assets

Sales

Sales

Income Operating ROI

TurnoverAsset Margin Profit ROI



• Two important indicators of performance– Profit margin

• Ratio of operating income to sales

• Represents the percentage of each sales dollar the results in profit

– Asset turnover• Ratio of sales to average assets invested

• Indicates the productivity of assets– Number of sales dollars generated by each dollar

invested in assets



• Profit margin and asset turnover help to explain– Changes in ROI for a single investment

center

– Differences of ROI among investment centers

• ROI formula is useful for analyzing and interpreting the elements that make up a business’s overall return on investment



• A single ROI number is a composite index of many cause-and-effect relationships and interdependent financial elements

• Managers can improve ROI by– Increasing sales

– Decreasing costs

– Decreasing assets


Factors That Affect the Return on Investment Calculation

Gail Mestas

Insert updated figure 4, factors that affect the return on investment calculation, chapter 26, POA, 2005e



• ROI should be used cautiously in evaluating performance– Affected by many factors

• If overemphasized– Investment center managers may make business

decisions that favor their personal ROI • At the expense of companywide profits or long-term

success of other investment centers

– To avoid this problem, always use other performance measures in conjunction with ROI



• Other performance measures to use in conjunction with ROI– Comparisons of revenues, costs, and operating

income with budgeted amounts or past trends

– Sales growth percentages

– Market share percentages

– Other key variables in the organization's activity

– Ratio of ROI to budgeted goals and past ROI trends

• Changes in this ratio over time can be more revealing than any single number


Residual Income

… (RI) is the operating income that an investment center earns

above a minimum desired return on invested assets

• Developed because of pitfalls in using ROI as a performance measure


Residual Income (cont’d)

• Is not a ratio but a dollar amount– Amount of profit left after subtracting a

predetermined desired income target for an investment center

Invested) Assets ROI (Desired Income Operating Income Residual

As with ROI computations, assets invested is the average of the center’s beginning and ending asset balances for the period



• The desired RI will vary among investment centers depending on the– Type of business

– Level of risk assumed


Performance Report Based on Residual Income for the Café Cubano Restaurant Division

Gail Mestas

Insert exhibit 5, performance report based on residual income for the cafe cubano restaurant division, chapter 26, POA, 2005e



• Comparisons with other RI figures will strengthen the analysis

• To add context to the analysis, the following questions should be answered– How does the division’s RI for this year compare

with previous years?

– Did actual RI exceed budgeted RI?

– How does this division’s RI compare with the RI of other investment centers of the company?



• When comparing a division’s RI with the RI of other investment centers of the company, caution should be used– For RI figures to be comparable, all investment

centers must have • Equal access to resources

• Similar asset investment bases

– Managers may be able to produce a larger RI simply because their investment centers are larger

• May not reflect better performance


Economic Value Added

… (EVA) is the shareholder wealth created by an investment center

• Used as an indicator of performance

• Is a registered trademark of the consulting firm Stern Stewart & Company


Economic Value Added (cont’d)

• Calculation can be complex– Makes various cost of capital and accounting principles

adjustments

• EVA is expressed as a dollar amount

or

Dollarsin Capital ofCost Income OperatingTax -After EVA

Income OperatingTax -After EVA s)]LiabilitieCurrent Assets (Total Capital of[Cost

Cost of capital is the minimum desired rate of return on an investment, such as assets invested in an investment center


Performance Report Based on Economic Value Added for the Café Cubano Restaurant Division

Gail Mestas

Insert exhibit 6, performance report based on economic value added for the cafe cubano restaurant division, chpater 26, POA, 2005e



• Caution should be used when evaluating performance using EVA– Many factors affect the economic value of

an investment center

• Compare the current EVA with– EVAs from previous periods

– Target EVAs

– EVAs from other investment centers


Factors Affecting the Computation of Economic Value Added

Gail Mestas

Insert updated figure 5, factors affecting the computation of economic value added, shapter 26, POA, 2005e



• An investment center’s EVA is affected by a manager’s decisions on– Pricing

– Product sales volume

– Taxes

– Cost of capital

– Capital investments

– Other financial decisions



• The EVA number is a composite index drawn from many cause-and-effect relationships and interdependent financial elements

• Managers can improve the EVA of an investment center by– Increasing sales

– Decreasing costs

– Decreasing assets

– Lowering the cost of capital


The Importance of Multiple Performance Measures

• To be effective, a performance management system must consider both operating results and multiple performance measures, such as ROI, RI, and EVA– Comparing actual results to budgeted

figures adds meaning to the evaluation


The Importance of Multiple Performance Measures (cont’d)

• Performance measures such as ROI, RI, and EVA – Indicate whether an investment center is effective

in coordinating its goals with companywide goals• Take into account both operating income and the assets

used to produce that income

– Are limited by their focus on short-term financial performance

• Management should break these measures down into their components, analyze information over time, and compare current results to targeted amounts


Discussion

Q. What may happen if return on investment is overemphasized as a performance measure?

A. Investment center managers may make business decisions that favor their personal ROI at the expense of companywide profits or long-term success of other investment centers

To avoid this problem, always use other performance measures in conjunction with ROI


Performance Incentives and Goals

• Objective 6– Explain how properly linked performance

incentives and measures add value for all stakeholders in performance management and evaluation


Performance Incentives and Goals

• The effectiveness of a performance management and evaluation system depends on successful coordination of goals between– Responsibility centers

– Managers

– Entire company

• Two key factors– Logical linking of goals to measurable objects and

targets

– Performance-based pay


Linking Goals, Performance Objectives, Measures, and Performance Targets

• The causal links between an organization’s goals, performance objectives, measures, and targets must be apparent

Goal Objective Measure Performance Target To be a friend of the environment

To reduce the company’s environmental risk

Number of products recycled

To recycle at least 10 percent of products sold

Recall that the balanced scorecard also links objectives, measures, and targets


Performance-Based Pay

… is the linking of employee compensation to the achievement of

measurable business targets

• Increases likelihood that the goals of responsibility centers, managers, and the entire organization will be well coordinated


Performance-Based Pay (cont’d)

• Common types of incentive compensation– Cash bonuses

• Usually awarded for short-term performance

– Awards• May be a trip or some other form of recognition

– Profit-sharing plans• Reward employees with a share of the company’s profits

– Stock option programs• Used to motivate employees to achieve financial targets

that increase the company’s stock price


The Coordination of Goals

• Incentive plans must be developed with input from all employees to be effective

• Employees and managers must answer the following questions to determine the right performance incentives for their organization– When should the reward occur?

– Whose performance should be rewarded?

– How should the reward be computed?

– On what should the reward be based?

– What performance criteria should be used?

– Does the performance incentive plan address the interests of all stakeholders?


The Coordination of Goals (cont’d)

• The effectiveness of a performance management and evaluation system relies on the coordination of responsibility center, managerial, and company goals– Can be optimized by

• Linking goals to measurable objectives and targets

• Tying appropriate compensation incentives to the achievement of the targets


The Coordination of Goals (cont’d)

• Each organization’s unique circumstances will determine its correct mix of measures and compensation incentives

• If management values the perspectives of all its stakeholder groups, its performance and evaluation system will balance and benefit all interests


Discussion

Q. The successful coordination of goals between responsibility centers, managers, and the entire company is dependent upon what two key factors?

A. The logical linking of goals to measurable objects and targets and performance-based pay


Time for Review

1. Describe how the balanced scorecard aligns performance with organizational goals, and explain the role of the balanced scorecard in the management cycle

2. Discuss performance measurement, and state the issues that affect management’s ability to measure performance


More Review

3. Define responsibility accounting, and describe the role that responsibility centers play in performance management and evaluation

4. Prepare performance reports for cost centers using flexible budgets and for profit centers using variable costing


And Finally…

5. Prepare performance reports for investment centers using traditional measures of return on investment and residual income and the newer measure of economic value added

6. Explain how properly linked performance incentives and measures add value for all stakeholders in performance management and evaluation

Performance Management and Evaluation Multimedia Slides by: Gail A. Mestas, MAcc, New Mexico State...

Documents

Transcript of Performance Management and Evaluation Multimedia Slides by: Gail A. Mestas, MAcc, New Mexico State...