Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Chapter 10
Motivationg Behavior in Management
Accounting and Control Systems
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Chapter Objectives:
To be able to:
1.
2.
3.
4.
5.
6.
Discuss the four key behavioral considerations in MACS design
Explain the human resources model of management
Discuss task and results control systems
Apply the ethical control framework to decisions
Understand the balanced scorecard and its applications
Discuss the links between different incentive systems and performance
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Chapter 9:
Technical aspects of MACS design
using benchmarking and best
practice.
Chapter 10:
Behavioral characteristics of MACS
design including human motivation.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The four key-behavioral considerations in a MACS
design:
1.
Embedding the organizations ethical code of conduct into MACS design.
2.
Using a mix of short- and long-term qualitative and quantitative
performance measures (or the balanced scorecard approach).
3.
Empowering employees to be involved in decision making and MACS
design.
4.
Developing and appropriate incentive system to reward performance.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The Human Resource Management Model of Motivation
The scientific management school
A management movement with the underlying philosophy that most people find
work objectionable, that people care little for making decisions or showing
creativity on the job, and that money is the driving force behind performance.
Human relations movement
A managerial movement that recognizes that people have needs well beyond
performing a simple repetitive task at work and that financial compensation is only
one aspect of what workers desire.
Human resources model of motivation
A more contemporary managerial view that introduces a high level of employee
responsibility for and participation in decisions in the work environment.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The Organizations Ethical Code of Conduct and MACS
Design, page 1 of 5
Ethical control system:
A management control system based on ethics used to promote ethical decision
making.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The Organizations Ethical Code of Conduct and MACS
Design, page 2 of 5
The elements of an effective ethical control system:
(1)
A statement of the organizations values and code of ethics written in practical terms, along with
examples so that the organizations employees can relate the statement to their individual jobs.
(2)
A clear statement of the employees ethical responsibilities for every job description and a specific
review of the employees ethical performance as part of every performance review.
(3)
Adequate training to help employees identify ethical dilemmas in practice and learn how to deal
with those they can reasonably expect to face.
(4)
Evidence that senior management expects organization members to adhere to its code of ethics.
This means that management must:
- Provide a statement of the consequences of violating the organizations code of ethics.
- Establish a means of dealing with violations of the organizations code of ethics promptly,
ruthlessly and consistently with the statement of consequences.
- Provide visible support of ethical decision making at every opportunity.
- Provide a private line of communication from employees directly to persons at a very high
organizational level.
(5)
Evidence that employees can make ethical decisions or report violations of the organizations states
ethics without fear of reprisals from superiors, subordinates og peers int the organization.
(6)
An ongoing internal audit of the efficacy of the organizations ethical control system.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The Organizations Ethical Code of Conduct and MACS
Design, page 3 of 5
The Wall Street Journal Workplace-Ethics Quiz (In Practice, page 401 and 402)
How to resolve ethical issues:
Exhibit 10-1 Decision Model for Resolving Ethical Issues
Motivation and goal congruence:
Goal congruence = The outcome when managers and employees goals are aligned
with organizational goals (promotions, financial bonuses,
advancing careers).
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The Organizations Ethical Code of Conduct and MACS
Design, page 4 of 5
Behavioral Control Models:
Task Control:
The process of developing standard procedures that employees
are told to follow.
Two categories:
• Preventive control = An approach to control that focuses on
preventing an undesired event.
• Monitoring
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= Inspecting the work or behavior of
employees while they are perming a task.
(”this call may be monitored to ensure
quality control”)
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
The Organizations Ethical Code of Conduct and MACS
Design, page 5 of 5
Behavioral Control Models:
Results Control: The process of hiring qualified pople who understand the organizations objectives, telling them to do whatever they think best to
help the organization achieve its objectives and using the control
system to evaluate the resulting performance thereby assessing how
well they have done.
Effectiveness in Results Control:
(1) Organization members understand the organizations objectives
and their contribution to those objectives.
(2) Organization members have the knowledge and skill to respond
to changing situations by taking corrective actions and making
sound decisions.
(3) The performance measurement system is designed to assess
individual contributions so that an individual can be motivated
to take action and make decisions that reflect their own and the
organizations best interests.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Using a Mix of Performance Measures - The Balanced
Scorecard approach
The need for multiple measures of performance
Examples of riscs having only one or very few performance measures:
Gaming the performance indicator:
An activity in which an employee may engage in dysfunctional behavior to achieve
a single goal.
Data falsification:
The process of knowingly altering company data in ones favor.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Using a Mix of Performance Measures - The Balanced
Scorecard approach
Using a mix of financial/nonfinancial and quantitative/qualitative
performance measures
Examples:
Quantitative
Financial
- Return on Investment
- Net result
- Growth
- Shareholder value
- Investment
- Financial efficiencies
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Non-financial
Qualitative
Non-financial
- Production
- Customer satisfaction
- Sales
- Image ratings
- Quality measure
- Speed to market
- Cycle-time
- Flexibility
- Innovation
- Productivity
- Growth
- Market share
- quantitative efficiencies
- Environmental
- Working conditions
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Using a Mix of Performance Measures - The Balanced
Scorecard approach
The Balanced Scorecard, page 1 of 4
Definition:
A systematic performance measurement system that translates an organizations strategy into clear objectives, measures,
targets, and initiatives organized by four perspectives:
•
•
•
•
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External financial perspective
Customer perspective
Internal business process perspective
Learning and growth perspective
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Using a Mix of Performance Measures - The Balanced
Scorecard approach
The Balanced Scorecard, page 2 of 4
External financial perspective:
While considered traditional, financial performance measures are still used to
determine whether an organizations strategy and objectives are affecting
bottom-line financial performance. This perspective continues to be critical for
both internal and external stakeholders. Examples of financial measures include
operating income, return-on-capital employed and economic value added.
Customer perspective:
The customer perspective measures the business units performance in targeted
customer and market segment. The customer perspective typically uses
customer outcome measures such as customer profitability, customer
retention, customer satisfaction and market share.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Using a Mix of Performance Measures - The Balanced
Scorecard approach
The Balanced Scorecard, page 3 of 4
Internal business process perspective:
The internal business process perspective focuses on those processes that will
increase value to customers and lower costs for improved performance. Using
analyses that cut across the entire value chain, the internal business process
perspective plays two roles. First, measures are developed to assess and
improve existing processes. Second, the approach is used to develop new
processes and new measures that will affect customer satisfaction and financial
performance.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Using a Mix of Performance Measures - The Balanced
Scorecard approach
The Balanced Scorecard, page 4 of 4
Learning and growth perspective:
The focus on the learning and growth perspective is to address the thrree sources of
organizational learning and growth: People, systems and organizational procedures.
Measures for people include employee satisfaction and retention, training and skill
development. Systems metrics determine whether information systems are
producing accurate, reliable and consistent information that informs managers about
their customers and business processes. Organizational metrics of success with
appropriate reward systems.
The Balanced Scorecard - Illustration:
Exhibit 10-3
The Balanced Scorecard - Example
Exhibit 10-4
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Empowering employees to be involved in MACS
design
Involvement in MACS design
• Motivate employees by participating in decision making, which gives
them greater feelings of morale and job satisfaction.
• Ensuring that employees understand the information they are
using and generating.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to
Reward Performance
Intrinsic rewards
Those rewards that come from within an individual
and reflect satisfaction from doing the job and the
opportunities for growth that the job provides.
(example: volunteers).
Extrinsic rewards
Motivating desired behavior by providing an explicit,
usually financial, reward
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to
Reward Performance
Extrinsic Rewards based on Performance, page 1 of 8
Incentive compensation systems
Reward system that provides monetary (extrinsic) rewards based on measured
results. Also called pay-for-performance systems. Is paid when achieving or
exceeding measured performance.
Measured performance could be:
• absolute performance
• performance relative to some plan
• performance relative to that of some comparable group
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to
Reward Performance
Extrinsic Rewards based on Performance, page 2 of 8
Examples of absolute performance:
• The number of acceptable quality units produced
• The organizations results
• The organizations share price performance
Examples of relative performance:
• The ability to exceed a performance target level
• The amount of a bonus pool
• The degree to which performance exceeds the average performance of a
comparable group
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to Reward
Performance
Extrinsic Rewards based on Performance, page 3 of 8
Conditions mandatory to be in place in order to motivate desired
performance:
1. The employees must understand their jobs and the reward system and
believe that it measures what they control and contribute to the organization.
2. Measuring on input or output? Ideally output rewards are what contribute to
the organizations succes. In certain situations input are measured (for example
by hours worked).
3. The organizations critical succes factors should be reflected. Must cover all
relevant critical succes factors (balanced).
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to Reward
Performance
Extrinsic Rewards based on Performance, page 4 of 8
Conditions mandatory to be in place in order to motivate desired
performance:
4. Setting clear standards that employees consider fair.
5. Calibrated. Should set a clear relationship between performance and outcome.
6. When it is critical that employees coordinate decision making and other activities with other employees, the reward system should reward group rather than
individual.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to Reward
Performance
Extrinsic Rewards based on Performance, page 5 of 8
Conditions favoring incentive compensation:
• Authority to make decisions
Incentive compensation and employee responsibility:
• Must focus primarily on outcomes that the employee controls or influences.
• Must reflect the nature of their responsibilities in the organization.
• Must reflect the time frame related to the nature of the employees work tasks.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to Reward
Performance
Extrinsic Rewards based on Performance, page 6 of 8
Types of incentive compensation plans:
Compensations plans can be divided into two categories:
1. Those that rely on internal measures.
2. Those that rely on performance of the organizations share price.
Compensations plans relating to internal measures:
Cash bonus
Department of Accounting
A payment method that pays cash based on som measured
performance. Also called lump-sum reward, pay for performance,
and merit pay.
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to Reward
Performance
Extrinsic Rewards based on Performance, page 7 of 8
Compensations plans relating to internal measures, continued:
Pay-for-performance
system
Reward system that provides monetary rewards based
on measured results. Also called incentive compensation
Profit sharing
A cash bonus calculated as a percentage of an organization
units reported profit; a group incentive compensation plan
focused on short term performances.
Gainsharing
A system for distributing cash bonuses from a pool when the
total amount available is a function fo performance reative to
some target. Is a group incentive.
Improshare
”Improved productivity sharing”. A gainsharing program that
determines its bonus pool by computing the difference between
the target level of labor cost given the level of production and
the actual labor cost.
Department of Accounting
Management Accounting
Chapter 10 - Motivating Behavior in Management Accounting and Control Systems
Developing Appropriate Incentive Systems to Reward
Performance
Extrinsic Rewards based on Performance, page 8 of 8
Compensations plans relating to external measures:
Stock option
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The right to purchase a unit of the organizations stock at a
specified price, called the option price.