Essay On Non Financial Performance Indicators

The Performance Measurement is a way to either measure or give a understandable value to what has been done compared to what was supposed to be done. It applies to all aspects in the working environment, such as procedures, critical activities and processes. In other words, first you set pre-defined goals and give away tasks and responsibilities to other workers, then at the deadline you can compare the achieved results to what the original goal was at the beginning. It is also useful to evaluate not only the final result, but even all the actions taken to get that particular results and the way the actions have been taken as well.

Given the highly competitive nature of today’s markets we as a company must provide high quality products to survive. Quality itself has become a major competitive factor and in many ways is a contributing factor in success or failure. The intent of this memo is to identify, explain and evaluate the three types of cost associated with quality.

Finally, the difficulty in quantifying non-financial performance also contributes to the complexity of performance measurement. The innovative approach Viet Nam developed to cut distribution costs also benefited Indonesia and Philippines. But it is not straightforward to incorporate the benefit of such innovation into performance measurement.

Measuring performance means when a business will measure the quality of the activities that are passing and the quality of the services provided to the customers by employees. It involves creating a simple, but effective, system for determining whether organizations meet objectives. It’s also a process of collecting and reporting information regarding the performance of an individual, group or organizations. It can

The purpose of this paper is to propose on outline for evaluating the quality improvement initiative and financial implications, along with giving a description of specific metrics. A recommendation will be discussed as to how the organization can represent the data related to the quality improvement issue for ongoing monitoring. Also, there will be an explanation of how the organization can create an integrated view of performance that links finance and quality.

In this case, performance measurement is an important element. Performance metrics should be constructed to encourage performance improvement, effectiveness, efficiency, and appropriate levels of internal controls. They should also incorporate cost/risk/benefit analysis, where appropriate. The SMART concept is frequently used to provide a quick reference to determine the quality of a particular performance metric:

Henri, Jean-Francois. (2010). The Periodic Review of Performance Indicators: An Empirical Investigation of the Dynamism of Performance Measurement Systems. European Accounting Review, 19(1), 73-96. Retrieved from https://ehis-ebscohost-com.csuglobal.idm.oclc.org/ehost/pdfviewer/pdfviewer?sid=7872c1c7-369c-4f36-9a1c-81cea4558aa7%40sessionmgr11&vid=8&hid=1

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

4.1 Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They will differ depending on the organization.

Management accounting researchers (Otley, 1999; Norreklit, 2000) have criticized depending exclusively on financial measures. As referred by Cumby and Conrod (2001), sustainable shareholder value and competitiveness advantages are actually driven by non-financial factors such as employee satisfaction, customer loyalty, internal processes and innovation. As a result, companies started to include non-financial measurements within their PAMs to gain better knowledge about the overall company situation (Ittner and Larcker, 2001; Speckbacher et al, 2003).

Organisations have adopted integrated reporting to strengthen the communication of their overall performance to internal and external stakeholders. Consumers are becoming increasingly aware of the environmental and social impact corporations are having on the planet. As a result of the conscious consumer the types of information reported by entities in their annual reports and media releases are becoming more focused on portraying a green image. This change in the nature of reporting has given rise to the debate of if a company should be socially and environmentally responsible when they were designed to only think about profit. In addition to the idea that corporations should be reporting on a wider scope of their impact, there has been discussions on the regulation of the reporting of non-financial performance and if this information have the same qualitative characteristics that the financial information is required to follow.

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

Managers should ensure that selected performance measurement system fits the unique requirements and business strategy of the firm. In general, primary economic activity of the company and its performance focus should dictate the selection of performance measurement model.

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

Accounting data frequently is used in performance evaluations, because it is seen as an objective method to evaluate performance. While there are many advantages to using accounting information for this purpose, small-business owners should be careful to understand that there are drawbacks as well. Knowing the pros and cons of using accounting metrics can help business owners choose the right data to use for evaluating employee performance.