Pine Belt Billboards seeks to design a variable-pay plan that encourages teamwork and business knowledge of its employees. To ensure maximum motivation, Pine Belt wants its variable-pay plan to show a clear performance-reward link. Which of the following plans is most suitable for Pine Belt? Pine Belt Billboards seeks to design a variable-pay plan that encourages teamwork and business knowledge of its employees. To ensure maximum motivation, Pine Belt wants its variable-pay plan to show a clear performance-reward link. Which of the following plans is most suitable for Pine Belt? Stock ownership plan Stock options plan Cash profit sharing plan Gain-sharing plan

Pine Belt Billboards seeks to design a variable-pay plan that encourages teamwork and business knowledge of its employees. To ensure maximum motivation, Pine Belt wants its variable-pay plan to show a clear performance-reward link. Which of the following plans is most suitable for Pine Belt? Pine Belt Billboards seeks to design a variable-pay plan that encourages teamwork and business knowledge of its employees. To ensure maximum motivation, Pine Belt wants its variable-pay plan to show a clear performance-reward link. Which of the following plans is most suitable for Pine Belt? Stock ownership plan Stock options plan Cash profit sharing plan Gain-sharing plan

Principles of Accounting Volume 2

19th Edition

ISBN:9781947172609

Author:OpenStax

Publisher:OpenStax

Chapter12: Balanced Scorecard And Other Performance Measures

Section: Chapter Questions

Problem 6PA: Coral Creations has strategic plans that call for rapid growth, a limited number of units for each...

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Which of the following statements is true? A balanced scorecard contains both customer and internal business process performance measures because improvements in internal business process should result in improvements in customer satisfaction. Incentive compensation for employees, such as bonuses, should be tied to balanced scorecard performance measures only if managers are confident that the performance measures are easily manipulated by those being evaluated.
Profit Corp. has a subunit classified as a cost center that supports other parts of the firm but has reported costs higher than what the corporate office would like to see. Thus, the manager of this subunit is under pressure to cut operating costs without hurting the perceived quality of services provided. What general recommendations could you give to the manager of this cost center to achieve that goal?
Among the best things to do to maintain firm value is to: a. Improve sales at all costs b. Spend as much as possible on public relations and marketing C. Economize on employee training programs d. In so far as possible, make costs reactive to sales e. Wait until the last moment to pay bills
Responsibility centers. Elmhurst Corporation is considering changes to its responsibility accounting system. Which of the following statements is/are correct for a responsibility accounting system. In a cost center, managers are responsible for controlling costs but not revenue. The idea behind responsibility accounting is that a manager should be held responsible for those items that the manager can control to a significant extent. To be effective, a good responsibility accounting system must help managers to plan and to control. Costs that are allocated to a responsibility center are normally controllable by the responsibility center manager. I and II only are correct. II and III only are correct. I, II, and III are correct. I, II and IV are correct.
Explaining why companies use performance evaluation systems Well-designed performance evaluation systems accomplish many goals. Consider the following actions and state which goal is being achieved by the action: Comparing targets to actual results Providing subunit managers with performance targets Comparing actual results with industry standards Providing bonuses to subunit managers who achieve performance targets Aligning subunit performance targets with company strategy Comparing actual results of competitors Taking corrective actions Using the adage “you get what you measure” when designing the performance evaluation system
Assume that a company is pursuing a strategy based on operational excellence. Which if-then hypothesis statement is most aligned with this strategy rather than a product leadership or customer intimacy strategy? Multiple Choice If the number of process improvement suggestions per employee increases, then the non-value-added activity costs should decrease. If the number of patents approved increases, then the average gross margin per order should increase. If the average tenure per employee increases, then the number of collaborative customer-driven product innovations should increase. If the number of new products designed increases, then the sales from products less than three years old should increase.
Types of decisions that managers make include all of the following except: a.choosing which products to sell b.designing performance evaluation systems c.setting tax rates d.hiring employees e.All of these are decisions that managers make
Explaining why companies use performance evaluation systems Well-designed performance evaluation systems accomplish many goals. Consider the following actions, and state which goal is being achieved by the action: a. Comparing targets to actual results b. Providing subunit managers with performance targets c. Comparing actual results with industry standards d. Providing bonuses to subunit managers who achieve performance targets e. Aligning subunit performance targets with company strategy f. Comparing actual results of competitors g. Taking corrective actions h. Using the adage “you get what you measure” when designing the performance evaluation system
Hurney Corporation manufactures plastic water bottles. It plans to grow by producing high-quality water bottles at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water bottles. Hurney believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy. Required: Is Hurney's strategy one of product differentiation or cost leadership? Explain briefly. Identify at least one key element that you would expect to see included in the balanced scorecard a. for the financial perspective. b. for the customer perspective. c. for the internal business process perspective. d. for the learning and growth perspective.
In addition to the "Shop," what other initiatives does Barcelona have in place to enhance employee fit? Are there any additional recommendations you have for the firm to better the fit of new personnel with the role and the organization?
Reid Company would like to implement a balanced scorecard performance measurement system. Its senior management team has assembled the measures shown below for possible inclusion in its scorecard. Required: For each measure, indicate by placing an X in the appropriate column whether it would most likely be classified in the learning and growth, internal business process, customer, or financial category of the company's balanced scorecard. Learning & Growth Internal Business Process Item Customer Financial Ex. Employee absenteeism rate X 1. Sales from new customers 2. Customer defection rate 3. Average fuel cost per sales dollar 4. Average number of workplace accidents per employee 5. Delivery cycle time 6. Average training hours per employee 7. Number of job applicants from under-represented groups Percent of customers that strongly agree with the statement 8. "Your employees treated me courteously." 9. Return on assets Percent of customers that strongly agree with the statement "Your…
Carlton's Pizzas is a chain of pizza stores. Pizzas are made fresh in-store, and then delivered to customers by a fleet of drivers. The senior management team has identified the strategic priorities for the business as on-time delivery and product quality. i) If the company is successful in achieving challenging targets for these performance measures, will it also necessarily achieve high profitability? And For each of the strategic priorities, suggest three performance measures.