Accounting Performance Evaluation And Risk Homework Help
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1.Compensation, Strategy, and Market Value
Jackson Supply Company is a publicly owned firm that serves the medical supply needs of hospitals and large medical practices in six southeastern states. The firm has grown significantly in recent years, as the areas it serves have grown. Jackson has focused on customer service and has developed an excellent reputation for speed of delivery and overall quality of service. The company ensures that customer service is each manager’s main focus by making it count for 50 percent of the management bonus. The firm measures specific indicators of customer service monthly; progress toward these measures as well as others is used to determine each manager’s bonus. In the past several months, top management has noticed that although most managers are meeting or exceeding their customer service goals and receiving bonuses accordingly, the firm’s stock price has been lagging while competitive firms’ stock prices have been rising steadily.
What modification, if any, should Jackson Supply Company make to its management compensation plan?
2. Performance Evaluation and Risk
Aversion Jill Lewis is the office manager of PureBreds, Inc.Her office has 30 employees whose collective job is to process applications by dog owners who want to register their pets with the firm. There is never a shortage of applications waiting to be processed, but random events beyond Lewis’s control (e.g., employees out sick) cause fluctuations in the number of applications that her office can process. Jill is aware that it is important that the applications be processed quickly and accurately. Alex Zale, the district manager to whom Jill reports, bases his evaluation of Jill on the number of applications that are processed.
1. If Jill is risk-averse, how should Alex compensate her? Why?
2. What is a disadvantage of an evaluation method that is based only on the number of processed applications?
3. List at least two ways that Alex could measure how accurately Jill’s office is processing the applications.
3.Performance Evaluation and Risk
Aversion Heartwood Furniture Corporation has a line of sofas marketed under the name NightTime Sleepers. Heartwood management is considering several compensation packages for Amy Johnson, NightTime’s general manager. Amy’s duties include making all investing and operating decisions for NightTime.
1. Amy is risk-neutral and prefers to receive the maximum reward for her hard work. Do you recommend compensation based on flat salary, an ROI-based bonus, or a combination of both? Why?
2. If Amy does not make investing decisions for NightTime, is ROI still a good performance measure? If so, then explain why. If not, suggest an alternative.
3. Heartwood Furniture plans to evaluate Amy by comparing NightTime’s ROI to the ROI of Stiles Furniture, which operates in a business environment similar to that of NightTime. Both companies have the same capabilities, but Stiles uses a significantly different manufacturing strategy than NightTime.
a. Would evaluating Amy with this benchmark be fair?
b. Would using residual income instead of ROI offer any advantages for Heartwood?
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4. Evaluating an Incentive Pay Plan; Strategy
Anne-Marie Fox is the manager of a new and used boat dealership. She has decided to reevaluate the compensation plan offered to her sales representatives to determine whether the plan encourages the dealership’s success. The representatives are paid no salary, but they receive 20 percent of the sales price of every boat sold, and they have the authority to negotiate the boats’ prices as far down as their wholesale cost if necessary.
Is this plan in the dealership’s strategic best interest? Why or why not?
5.Alternative Compensation Plans
ADM, Inc., an electronics manufacturer, uses growth in earnings per share (EPS) as a guideline for evaluating executive performance. ADM executives receive a bonus of $5,000 for every penny increase in EPS for the year. This bonus is paid in addition to fixed salaries ranging from $500,000 to $900,000 annually. Cygnus Corporation, a computer components manufacturer, also uses EPS as an evaluation tool. Its executives receive a bonus equal to 40 percent of their salary for the year if the firm’s EPS is in the top third of a list ranking the EPS for Cygnus and its 12 competitors.
1. Why are companies such as ADM, Inc., and Cygnus Corporation switching from stock option incentives to programs more like the ones described? What does the use of these plans by the two firms say about each firm’s competitive strategy?
2. What are the weaknesses of incentive plans based on EPS?
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