Chapter 18

Nonfinancial and Multiple

Measures of Performance

McGraw-Hill/Irwin

Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Beyond the Accounting Numbers

L.O. 1 Explain why companies use nonfinancial performance measures.

Often not useful in identifying the cause

of operational problems
Commonly reported only on a monthly,
quarterly, or annual basis
Many people in the organization do not see
how their work translates into financial results.

18 - 2

LO
1

Nonfinancial Measures
Nonfinancial measures direct employees
attention to those things they control.
In the case of a desk clerk at a hotel, measuring
the clerk's performance in terms of customer
satisfaction would be meaningful

18 - 3

Responsibilities According
to Level of Organization
L.O. 2 Recognize the reasons why performance
measures differ across levels of the organization.

Stakeholders:
Groups or individuals, such as employees, suppliers,
customers, shareholders, and the community, who
have a stake in what the organization does.
Business model:
Description of how different levels and employees in
the organization must perform for the organization
to achieve its goals.

18 - 4

Multiple Measures or a
Single Measure of Performance?
L.O. 3 Understand when the use of a single measure or
multiple measures of performance is appropriate.

Single Measure

Profit

18 - 5

LO
3

Multiple Measures or a
Single Measure of Performance?
Multiple Measures
Employee satisfaction

Customer satisfaction

Employee learning

Regulatory violations

Branch costs

Branch profitability

18 - 6

Balanced Scorecard
L.O. 4 Understand how the balanced scorecard helps organizations
recognize and deal with their opposing responsibilities.

Balanced scorecard:
Set of performance targets and results that show
how well an organization has performed in meeting
its objectives relating to its stakeholders

18 - 7

Continuous Improvement
and Benchmarking
L.O. 5 Understand how to apply the methods involved in
an effective performance measurement system.

Continuous improvement:
Continuous reevaluation and improvement of
the efficiency of the organizations activities.
Benchmarking:
Continuous process of measuring a companys
own products, services, and activities against
competitors performance.

18 - 9

Nonfinancial Measures
L.O. 6 Identify examples of nonfinancial performance measures
and discuss the potential for improved performance
resulting from improved activity management.

Customer Satisfaction Measures

Quality control
Delivery performance
Bookings and purchase orders
Market share
18 - 10

LO
6

Nonfinancial Measures
Quality control:
Increase customer satisfaction.
Delivery performance:
Deliver goods and services when promised.
Bookings and purchase orders:
A decrease in booking and purchase orders
sends a signal to management to devote
more marketing effort to sales.
Market share:
If the market is growing faster than the company's
sales, the company is, in effect, experiencing a
decline in sales.
18 - 11

LO
6

Nonfinancial Measures
Functional performance measures keep processes
efficient and effective.
Manufacturing cycle time:
Time involved in processing, moving, storing, and
inspecting products and materials.
Manufacturing cycle efficiency:
Measure of the efficiency of the total manufacturing
cycle; equals processing time divided by the
manufacturing cycle time.

18 - 12

LO
6

Nonfinancial Measures
Productivity focuses on the efficient
conversion of inputs into outputs.
Partial productivity measures
express the relation between
output and only one input.
Output (quantity or value)
Single input such as labor (quantity or value)

18 - 13

Employee Involvement
L.O. 7 Explain why employee involvement is important
in an effective performance measurement system.

Many managers believe that when workers

take on real decision-making authority, their
commitment to the organization and its
objectives increases.

18 - 14

LO
7

Employee Involvement
When decision-making responsibility lies
with workers closer to the customer, workers
are more responsive to customer concerns
and can make informed decisions.
Giving decision-making responsibility to
workers uses their skills and knowledge and
motivates them to further develop those skills
and knowledge in an effort to improve the
organizations performance.
18 - 15

LO
7

Difficulties in Implementing Nonfinancial

Performance Measurement Systems
Fixation on financial measures
Reliability of nonfinancial measures
Lack of correlation between nonfinancial
measures and financial results

18 - 16

End of Chapter 18

McGraw-Hill/Irwin

Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.