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美国会计学课程论文:成功的绩效管理系统的实现和使用

论文作者:meisishow论文属性:硕士毕业论文 thesis登出时间:2014-09-20编辑:meisishow点击率:3073

论文字数:3556论文编号:org201409181518405786语种:英语论文 English地区:美国价格:免费论文

关键词:绩效管理系统会计信息Successful Implementation平衡计分卡

摘要:本文是一篇关于会计学的留学生课程范文,在这里结构比较完整,我们也可以了解一下会计学留学论文的格式。本文重点分析就是关于绩效管理的使用,我们也可以学习到相应的专业知识。

绩效管理问题研究essay


绩效管理系统被定义为“正式的、信息化的例程,程序经理使用维持或者改变模式在组织活动”(改编自西蒙斯,2000)。这些系统重点传达会计和非会计信息,并且影响决策和管理行动。记录、分析和传播这些信息是融入在组织的节奏,往往是基于预先确定的实践在商业周期之内,并且需要预设时间。这些系统是专门供经理来使用的。根据尼利(2000),是具有一个自然的进化周期工作发展的理论和实践领域的性能测量的控制系统。在这个周期,经理首先担心他们测量错误的事情(1980年代晚期和1990年代早期)。在经过内心挣扎后,一个替代系统,如平衡计分卡(在1990年代),他们现在的问题以及如何使用这些新系统提供的数据(1990年代晚期和2000年代早期),都会表现出来Zairi和Jarrar(2000)状态,管理者的主要原因从绩效管理系统是使用数据来影响下属经理和员工的行为。


Performance management systems are defined as “the formal, information-based routines and procedures managers use to maintain or alter patterns in organizational activities” (adapted from Simons, 2000). These systems focus on conveying financial and nonfinancial information that influence decision making and managerial action. The recording, analyzing, and distributing of this information is embedded in the rhythm of the organization and is often based on predetermined practices at preset times in the business cycle. These systems are designed specifically to be used by managers. According to Neely (2000), there is a natural evolutionary cycle at work in the development of theory and practice in the field of performance measurement and control systems. During this cycle, managers were first concerned that they were measuring the wrong things (late 1980s and early 1990s). After struggling with the adoptation of new and alternative systems, like the balanced scorecard (throughout the 1990s), they now turn to the issue of how to use the data provided by these new systems (late 1990s and early 2000s). Zairi and Jarrar (2000) state that the main reason for managers to use data from the performance management system is to influence the behavior of subordinate managers and employees. To do so successfully, these managers need a clear view of human nature and behavior in organizations. Simons (2000) gives several assumptions about the nature of human activity in organizations: (1) people in organizations want to contribute to an organization of which they can be proud of; (2) people employed by business organizations also know the difference between right and wrong, and generally choose to do right; (3) people strive to achieve – even in the absence of external inducements (money, promotion, praise) people often set a personal goal for themselves; (4) people like to innovate – they have an innate desire to experiment by creating new technologies and new ways of doing things; and (5) people want to do competent work, a job well done allows them to exercise their skills and receive satisfaction from their competence. Simons concludes that people like to have and show good performance.


Performance can be considered an outcome of both organizational and human activities. Originally, performance measures were used as surrogates for these outcomes, and a direct link between performance management systems, human nature, and outcomes was not made. This omission was addressed by Argyris (1952) and later on by Simon et al. (1954). They explored the human behavioral side of performance management system use, looking specifically at the budgeting system. Both concluded that budgets and budgeting processes could be associated with important human relation problems. These included worker–management separation, cross-boundary conflict, and job-related tension. Their conclusions were substantial departures from the mechanistic approach to performance measur论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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