Accounting performance measurement: a review of its purposes and practices

Abstract

Introduction Accounting measures of performance have been the traditional mainstay of quantitative approaches to organizational performance measurement. However, over the past two decades a great deal of attention has been paid to the development and use of non-financial measures of performance that can be used both to motivate and report on the performance of business (and other) organizations. The impetus for such developments has come from the bottom and the top of the organization alike. Much performance management at the operational level is carried out using specific indicators of performance that are usually not measured in financial terms. At the most senior levels, although financial performance is inevitably a major consideration, there has been an increasing recognition that other important factors in the effective running of the organization cannot be well captured by such measures. Thus, non-financial performance measures have undergone significant development, to the relative neglect of the development of improved financial measures. However, the recent publicity surrounding the marketing of economic value added (EVA ® ) as an overall measure of company performance by management consultants Stern Stewart can be seen as a sign of a new emphasis on the financial aspects of performance. The purpose of this chapter is to review the roles and functions of financial measures of organizational performance, and to outline the major features of their development, particularly in the last thirty years.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 43 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.