Financial performance indicators
are calculated to measure the
performance of a particular
department and the concerned
manager associated with that
department
Achievement of KPI's may be linked to
reward systems in order to motivate the
managers in such a case there are
possibilities that managers may falsify the
performance indicators in order to be
eligible for the discounts
Major dis- advantages
Short termism
Financial performance
indicators act as a measure of
short term performance
Linking rewards based on such PI's
may lead to decisions which are
intended at improving short term results
managers may
discontinue the
decisions that will lead to
long term profitability
Cutting down the research
and development costs and
spending more on marketing
of the current product
Purchasing of cheaper thus
poor quality materials to cut down
present COGM but in turn it may
lead to lose of customers in the
long run
A combination of both qualitative
and quantitative performance
measures provides a better
indication of how a company may
perform in the long run.
Manipulation
of results
Done by the managers
to take advantage of the
reward programmes
Accelerating
the revenue
figures
in order to improve the revenue figures
of the previous year some revenue
figures of the current year carried
backwards to the previous year
Delaying
of Costs
Costs included in the current
year may be carried forward to
falsely improve the profit
fighures of current year
Understating
a provision or
accrual
manipulation
of accounting
policies
The closing inventory
figures may be overstated in
order to improve the profit
figure for the year
since COGS = Opening Stock + Purchases -
Closing Stock
Do not convey the full picture
Quality / Non financial
performance indicators
are ignored