an organization’s business strategy and performance system. In SMEs the role of performance management becomes more essential because the workforce is now operating at an optimum level. In small and medium enterprises (SMEs) the employees are less in number than in larger organizations. Without a proper structured performance measurement and appraisal system, direction, expectations and their roles cannot be effectively communicated to them. Workforce is critical to any business – but how does the
decisions and financing decisions as independent variables were used to measure financial performance in place of the dependent variable. The researchers were used self-administered questionnaire with quantities, and sample size of 100. The study presented that measured individually; there is a positive relationship between working capital management; investment decisions; financial decisions and financial performance. Also, the study indicated that the collective effect of financial management practices
SUBJECTIVE PERFORMANCE MEASUREMENT: MULTI-CASE STUDY BASED ON CHINESE CORPORATIONS Gao Chen and Tang Guliang Business School, Beijing Technology and Business University, China and Business School, University of International Business and Economics, China Abstract Subjective performance measurement is a new hotspot in recent year western management accounting and motivation theory study. However, until now, there has been little research regarding the application of this theory in China. In order
What is performance evaluation? o Performance evaluations are formal review processes designed to encourage the informal day-to-day practice of performance management, while providing a framework in support of merit pay adjustments, promotion and employment decisions. Evaluating staff performance and helping employees develop their skills are important duties associated with performance management. Performance management begins with supervisors and employees collaboratively setting goals
consistently in accordance with their value to the organization and thus help the organization to achieve its strategic goals. Choka Enterprises relies heavily on suppliers to provide the necessary goods. These suppliers form an integral part of the business success, and if the company is to excel, all levels of the value chain have to be effective. In the case of Choka Enterprises, the quality of the product and the reliability are our two most critical factors in
2.1 Introduction This chapter begins by looking at the literature that will give considerable information about Management Accounting and the practices of Small and medium Enterprises, bringing out the interdependence and interrelation of one to the other. 2.2 Overview of Management Accounting Management accounting was first known as cost accounting. This origin was reflected in the earlier title for practitioners of cost or works accountants (Wilson and Chua, 1988). Accounting historians have
NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS Pop Zenovia Cristiana, Borza Anca Department of Management, Faculty of Economics and Business Administration, “Babeş-Bolyai” University of Cluj-Napoca, Romania zenovia.pop@econ.ubbcluj.ro anca.borza@econ.ubbcluj.ro Abstract: For developing economies the development of enterprises should be a strategic goal, this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects
systems implementation in small medium enterprises (SMEs). In International Conference on ENTERprise Information Systems (pp. 310-321). Springer Berlin Heidelberg. [3] Al-Mashari, M., Zairi, M., & Al-Mudimigh, A. (2010). ERP implementation: An integrative methodology. In I3E 01 Proceedings of the IFIP Conference on Towards The E-Society: E-Commerce, E-Business and E-Government. [4] Alpers, S., Becker, C., Eryilmaz, E., & Schuster, T. (2014).
Internal Control - Integrated Framework Executive Summary Senior executives have long sought ways to better control the enterprises they run. Internal controls are put in place to keep the company on course toward profitability goals and achievement of its mission, and to minimize surprises along the way. They enable management to deal with rapidly changing economic and competitive environments, shifting customer demands and priorities, and restructuring for future growth. Internal controls promote
number of employees in the business and there are countries which perceived SMEs based on mixed criteria. In addition, global organization entities such as European Commission and World Bank also have their own views on how to identify SMEs. The European Commission states that “the criterion of the number of staff as the main criterion, however, introducing a financial criterion is nonetheless a necessary adjunct in order to grasp the real scale and performance of an enterprise and its position compared