REQUIRED
It is often suggested
that one of the most important aspects of a Strategic Performance Measurement
System (SPMS), and specifically a Balanced Score Card (BSC), is its ability to
“translate strategy into action” in other words Strategic Alignment. A necessary
step in developing this strategic alignment is to determine cause-and-effect
relationships inherent in the organisation’s activities and by extension in its
various organisational sub-units (usually expressed by way of a strategy map).
Having identified these cause-and-effect relationships, the BSC is used to
identify and then implement a relevant and comprehensive set of leading and
lagging key performance indicators (KPIs) across the financial and various
non-financial perspectives. And then most importantly, these various activities
and perspectives, with their relevant KPIs, are linked to the incentive system
of the organization. Kaplan and Norton make the strong point that a BSC can
only really impact the organizational performance if it is linked to the
manager’ intrinsic and extrinsic incentives.
As part of these
considerations, the goal of achieving goal congruence between managers and the
organisation, and between subsidiaries and the parent company is important. As
goals differ between managers and between subsidiaries, control and goal
congruence can be achieved by differentiating the compensation packages to
various managers
(both parent and subsidiary managers) according to their roles and contribution
to the overall stratagies of the organisation and it’s subsidiaries. And to add
further complication, the cultural distance beween the parent division and the
subsidiaries of a multinational corporation and the location of the foreign
subsidiary would also have an effect on the compensation system.
Research Activity
Undertake a search of
the relevant literature to determine what are the major issues related to the
implementation of Strategic Performance Measurement Systems (SPMSs), such as
the Balanced Scorecard, in respect to management performance evaluation and
compensation, in multi-national organisations.
Prepare a Report/Essay
Having completed your research you are then
required to prepare a paper that outlines the major issues related to the
implementation of Strategic Performance Measurement Systems (SPMSs) ), such as
the Balanced Scorecard, in respect to management performance evaluation and
compensation, in multi-national organisations.
Your paper should include a brief
discussion on the nature of SPMSs, such as the Balanced Scorecard, and a
detailed discussion on the implications related to strategic alignment,
management performance evaluation and compensation, in multi-national
organisations.
The paper should be written in fluent
grammatical English. It should include a bibliography of referenced sources.
Internet resources used should be acknowledged and fully referenced.3 Full
copies of internet materials used should be submitted separately as electronic
files (eg PDF) in a separate document(s) accompanying the assignment4,
3 Your assignment will then be
automatically compared to work of your classmates, previous students from CDU
and other universities, with material available on the Internet, both freely
available and subscription-based electronic journals as well as texts and other
sources. Plagiarism will be penalised.
4 Instructions for creating PDF documents
and/or combining documents of different formats are provided on the Learnline
site.
5 The length of assignment is an indication
of the depth of analysis that is required. It does not include appendices,
tables, illustrations or calculations. The length of the assignment is provided
only a guide and need not be adhered to exactly. The intention is that students
demonstrate that sufficient analysis is undertaken, without excessive workload.
All references and sources must be
properly acknowledged. A copy of the final paper should be retained by the
author.
The paper should be between 1,500 to
3,000 words
5. The paper may take the form of a report,
or an essay. However, the form is irrelevant provided that the information
required is provided within the limits given.
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