Management Accounting Case Study Citibank
Autor: lordinance • June 15, 2015 • Essay • 564 Words (3 Pages) • 1,530 Views
Section 1- PERFORMANCE MEASUREMENT SYSTEM
- Reasons for financial performance measuring
- Limitation for non financial performance measuring (validity: meet the 9 criterias, e.g. timeliness, reliability, control…)
Recommendation: yearly ->we need a merit point system: below par* (0-1) , par** (1-3), above par (4-5)
*fail
**high fail
- Evaluate the extent of non financial performance measurement affect the motivation for James. (Talk about the relationship between motivation and performance?)
Section 2- REWARD AND COMPENSATION SYSTEMS
1) Describe the reward systems of Citibank
(talk about the theories, use evidence from the case)
2) Advantages/disadvantages of financial measurement VS integrated/combination measurement system
Theories and evidence from the case ( all relevant to stakeholders)
Refer back to lecture 4
Section 3-
- RELATIONSHIP BETWEEN REWARD SYSTEM AND MOTIVATION**
James got promoted really fast because he focused on financial performance >promotion-> more wages
- NON FINANCIAL VS CURRENT FINANCIAL
Which one is more important? (Future benefits)
Section 1
1)Validity:
a) Evaluating ATM (out of control of manager)
Remove the unrelated assessment criteria from valuating the manager (such as ATM)
Jame’s responsibility: Seeking a report daily basis from maintenance department for ATM
James not responsible for 24 hours telephone service
- Service systems of Citibank
Maintenance division
Telephone services
2) Reliability:
The way they evaluate (only use three par)
THEY USE JOINT EVALUATION: fail/good/excellent
OUR SUGGESTION: 0-2.5, 3-4, 4-5( good)
The way of measuring performance is not accurate to evaluate the manager’s performance
Increase from Customer satisfaction: ??/80 to 72/80 from previous quarter to current
c) Controllability?
SECTION 2:
Identify and describe the rewards:
Extrinsic rewards
-Derives from sources outside the individual
#Positive incentives
Reward (positive) | Punishments (negative) |
Bonuses (monetary) | No bonuses |
Salaries increases | No raise |
Recognition (non-monetary) | No promotion |
-Reward is separable outcome from doing of task
-Formally designed and linked to MAS
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