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An analysis of the
consequences of
traditional performance
measurements and
modern performance
measurements
A stakeholder approach
Udani Mendis
A literature review submitted in partial fulfillment of the requirements for the award of BSc in
Accounting and Finance
Page | 3
Abstract
For over centuries performance measurements have been in use, debated over and
developed into new and better measures of performance. There has been a recent
growth in sustainable performance measures that are looking at satisfying all
stakeholder needs unlike the conventional measures where only a financial
performance of an organization was considered. Therefore, this literature review is
focused on analyzing the consequences of conventional performance measures and
modern performance measures to stakeholders.
Hence, the literature review first describes the evolution of modern performance
measures from traditional. It goes on to define performance measures and
measurements.
Finally, it analyses the consequences performance measures has on the main three
stakeholders:
consequences
to
shareholder
wealth
and
value
creation,
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Acknowledgements
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Table of contents
Page
Introduction
11
16
20
Conclusion
23
References
25
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Introduction
The practice of traditional performance measures dates back to the early 1900s
where decision making was a focal point of an organization and the respective
responsibilities in decision making were clearly defined (Sharma and Kumar 2012).
Performance measurement systems were designed to measure accountability to
confirm that people met their budget and followed orders states Knight (1998).
The preparation of budgets initially spread as industrial organizations
developed and initiated sophisticated management accounting systems (Johnson
1972) such as standard costing and variance analysis (Bourne and Neely 2003). For
example, a research study carried out by Sord and Welsch in 1962 showed that in
over 95% of the 424 participating US companies, budgets were used to control
overall company performance in the time period. However, the conventional
performance measures used at the time were widely scrutinized due to many
different reasons. Not taking to account the full cost of capital and the undue effect
of accrual accounting leading to poor decision making which therefore failed to
capture an organization's strategy is among those criticisms (Sharma and Kumar
2012). The dysfunctional behavior brought on by the characteristics of traditional
performance measures (Fry and Cox 1989), encouragement towards short term
decision making (Hayes and Garvin 1982) and damaging businesses due to being
focused on internal, financial and departmental performance (Johnson and Kaplan
1989) (Olve, Roy and Wetter 1999).
To overcome the shortcomings of the earnings based performance measures;
alternative, new and more balanced performance measurements were developed in
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the 1980s and early 1990s (Bourne and Neely 2003). One of the main concepts
behind the development of modern performance measures was the shareholder
value approach which estimates the economic value of an organization (Stewart
1991). Most commonly associated performance variants of this concept are:
Economic Value Added (EVA), Shareholder Value Added (SHV), Economic Profit (EP)
and Cash flow return on investment (CFROI) (Maditinos, Sevic and Theriou 2005).
Although there are still new performance measures being developed, the traditional
measures mainly appearing in this document are ROI, ROE, EPS and RI. Whereas,
the modern measurements mainly discussed are EVA and measures derived from
the Balance Score Card (BSC) technique.
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use has been taken in arriving at the end outcome. A famous saying that is used
among practitioners about this is that what gets measured gets done.
Even though the above definitions are clear and precise, it is the opinion of some
that the very precision has become a barrier in conveying what really a
performance measure is (Bourne, Neely, Mills and Platts 2003). These performance
measures are multi dimensional. They are financial, non-financial, internal, external
and also measures that predict future performance of organizations as well as
quantifying achievements of the past. Although all three definitions are similar as
they all refer to measuring effectiveness and efficiency, it is important to know that
performance measures are not implemented in isolation and that it has an effect on
the environment it operates in.
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previously
organizations
used
accounting
earnings
based
performance
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connected to share option schemes shifted the performance techniques into more
controllable, internal financial techniques (Rappoport 1983) such as EPS, ROI and
ROE described above. According to a study, these performance methods were
initially adopted in 1971 where 46 out of 82 largest industrial companies at the time
were using EPS and 5 of them were following ROE (Rappoport 1983). Nevertheless,
the shift in performance measures questions the validity of these techniques in
relation to a companys main objective of creating value for its shareholders.
However, Rappoport further states that these traditional performance techniques do
not provide a strong basis for increasing shareholder value (1983). Thus, more
modern performance measures such as EVA were introduced as an alternative to
earnings based performance measures that are said to reflect the real value of an
organization leading to maximization of shareholder wealth. Introduced as an
indicator of shareholder wealth maximization, EVA is a measure arrived by
modifying RI (Sharma & Kumar 2012). Stewart defines it as the difference
between return on invested capital and the weighted average cost of capital for the
year multiplied by the average amount of invested capital (1991).
Many studies have been carried out in finding the relationship between
shareholder wealth and performance measures in the past decades. Studies
conducted by Auret and Villiers (1998), Sharma and Kumar (2012), Biddle, Bowen
and Wallace (1997), Chen and Dodd (2001) and Black, Bright and Bachman (1997)
reveals that there is a positive association between EVA and stock price. Even
though the said relationship is not perfect, it still suggests that EVA has a strong
effect on share price, thus, yields information deemed important by shareholders
(Sharma and Kumar 2012). However, according to the above mentioned studies; RI
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has the highest association with the market value of an organization between
traditional
and
modern
performance
measures
despite
the
perceptions
of
wealth. Copeland (2002) explains that it is not earnings or earnings growth, and or
EVA or the change in EVA that drives the stock price. He further goes on to explain
that performance measures such as EVA and EPS and its growth is all uncorrelated
to the changes in shareholder wealth of the same period. According to the research
conducted by Copeland (2002), it is the expectations that create value of an
organization, thus increasing shareholder wealth through increased share prices not
performance measures. An example quoted by Copeland (2002) to prove this fact is
the fall in Intels stock value by 6% in 1998 even though earnings and EVA were
positive with an earnings growing by 19% over 1997. The same could be said
regarding the fall in Apples share price in 2013 even after reporting the companys
highest profit (Ashby 2013). Hence it is important to meet expectations of
shareholders while implementing performance measures.
The research data collected proves that there has been a recent shift towards
fulfilling shareholder requirements from a business due to the increased investment
opportunities worldwide and the risks it creates. However, the shift towards
shareholder
value
addition
attracted
the
interest
of
investors,
academics,
practitioners and regulators. Shareholder wealth is associated with the stock price
of an organization. Thus the relationship performance measures have with the
share price changes have been studied across the world for many decades. Even
though modern performance measures were introduced as alternative techniques,
superior to earnings based measures; both EVA and RI showed a strong positive
relationship with stock market changes. However, this attributed superiority of
modern performance is questioned due to its low explanatory power of the changes
in shareholder wealth compared to more traditional methods such as EPS. Although
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both conventional performance measures (e.g. EPS, RI and ROI) and modern
performance measures (e.g. EVA) does not yield the best results in increasing
shareholder value, a combination of the two methods is founded to provide valuable
information for investors. However, academics such as Copeland (2002) argue that
what really matters is not the association or the information provided by various
performance measures; but the expectations of shareholders. Which is a valid point
considering performance measures do not operate in isolation and the fact that the
environment has an effect on these measures the same way it effects the
environment.
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In the past two decades, there has been a rise in the interest of performance
measures with frameworks on performance measurement such as BSC and bench
marking gaining popularity among academics and consultants (Hoque 2004). With
the additional advantage in falling cost of information technology (Borthick and
Roth 1997) and the increased attention towards performance evaluation, the
pressure to improve an organizations performance has increased. Thus, leading to
increased pressure on managers in making smart decisions incorporating both
qualitative and quantitative information.
However, before considering the decisions to be made, it is vital to
understand the objectives of decision making and the performance measures that
influence these objectives. As shareholders are one of the most important
stakeholder groups of a business, shareholder wealth maximization is the center of
all management decisions made. In increasing shareholder wealth, as discussed
above, Eva is considered the superior performance measure to be implemented.
This is because it takes into account the cost of capital and cash flows which has a
greater
association
with
the
share
price
unlike
earnings
(Kaplan
2012).
that
an
effective
reward
system
will
motivate
employees,
their
commitment and progress discretionary behavior in obtaining a set financial or nonfinancial target. Although many studies conducted favors non-financial performance
measures such as customer satisfaction or quality, many studies support accounting
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As soon as it gained recognition, 60% of the Fortune 1000 were using the BSC (Silk
1998). Furthermore, the topic BSC became a dominant topic related to performance
measures in academic journals as Kaplan and Nortons (1992) publication had been
one of the most cited articles (Neely 2005). However, in contrast to the popularity
gained by BSC, there were some studies which suggest that there are failures of
BSC and they question the effectiveness and the validity of some assumptions
associated with BSC (Ittner and Larcker 2003) (Lipe and Salterio 2000) (Norreklit
2000). For example, in China implementing BSC has been faced with some
difficulties due to the unavoidable strategic limitations associated with BSC.
(Brignall 2002) (Neely 2005)(Norreklit 2000). According to the researchers, Zeng
and Luo (2013), the main reasons for the inconstancy of BSC in China are,
ambiguous validity of the cause-and effect relationship, strategic control barrier,
common measure bias and obese and static nature.
Traditionally, customer satisfaction is assumed to be implied by the profit of the
company. However, in a study which was done on universities, Lynch and Cross
(1991) mention that, due to the following two reasons, financial performance of a
company does not project the level of customer satisfaction.
I
II
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with
the
Traditional financial measurements are also seen as short term oriented, since
strategic approach, which looks into the future, has not been involved in such
measures. (Sordoa, Orellia, Padovania, Gardinia 2012). Therefore, traditional
financial measurements are unlikely to provide a proper picture about the customer
satisfaction of a company. In order to overcome this weakness of traditional
financial
measures,
Newman
(1975)
suggests
that,
traditional
performance
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Conclusion
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References
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