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    Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK
    Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK
    Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK
    Ebook134 pages4 hours

    Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK

    By Reza Kouhy, Rishma Vedd, Takeo Yoshikawa and John Innes

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    About this ebook

    Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK examines the relationships between HR policies, management accounting and organisational performance on the basis of international case studies and interviews across a range of industries from building materials to software development.

    • Explores the relationship between different HR policies and organisational performance and how management accountants can establish links between the two
    • The first to extend existing research into Japanese companies to give a different perspective and another point of comparison
    • Case study results are tested in the telephone survey for better accuracy and insight
    • Original, cutting-edge research funded by the Chartered Institute of Management Accountants
    • Unique international perspective: extends existing research into Japanese companies to give a different perspective and another point of comparison
    • Results of six extensive case studies and 100 telephone interviews
    LanguageEnglish
    PublisherElsevier Science
    Release dateJan 4, 2010
    ISBN9780080965932
    Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK

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      Book preview

      Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK - Reza Kouhy

      Front-matter

      Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK

      Management Accounting, Human Resource Policies and Organisational Performance in Canada, Japan and the UK

      Reza Kouhy Glasgow Caledonian University, Scotland

      Rishma Vedd California State University, Northridge, USA

      Takeo Yoshikawa Graduate School of Hosei University, Japan

      John Innes University of Dundee, Scotland

      Copyright

      CIMA Publishing is an imprint of Elsevier

      Linacre House, Jordan Hill, Oxford OX2 8DP, UK

      30 Corporate Drive, Suite 400, Burlington, MA 01803, USA

      First edition 2010

      Copyright © 2010 Elsevier Ltd. All rights reserved.

      The right of author name to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988

      No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher

      Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone (+44) (0) 1865 843830; fax (+44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/permissions, and selecting Obtaining permission to use Elsevier material

      Notice

      No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein.

      British Library Cataloguing in Publication Data

      A catalogue record for this book is available from the British Library

      Library of Congress Cataloguing in Publication Data

      A catalog record for this book is available from the Library of Congress

      ISBN–13: 978-0-08-096592-5

      For information on all CIMA Publishing publications visit our web site at books.elsevier.com

      Typeset by Macmillan Publishing Solutions www.macmillansolutions.com

      Printed and bound in Great Britain

      10 11 12 13 14 15 10 9 8 7 6 5 4 3 2 1

      Table of Contents

      Acknowledgements

      About the Authors

      Executive Summary

      Introduction and Literature Review

      Case A

      Case B

      Case C

      Case D

      Case E

      Case F

      Cross-case Analysis and Telephone Interviews

      Conclusions

      References

      Index

      Acknowledgements

      The authors wish to thank the Chartered Institute of Management Accountants for funding the research on which this report is based. We thank Kim Ansell, Jasmin Harvey and Kati Kuusisto of CIMA for all their administrative assistance with this project, Dick Brown of the University of Dundee for his statistical advice and two anonymous referees for their constructive comments. We are very grateful for all the time given by the accountants and managers during the six case studies and the 100 telephone interviews. Without their knowledge and assistance this research project would not have been possible. We dedicate this report to all our interviewees.

      About the Authors

      Reza Kouhy is a professor of accounting at Glasgow Caledonian University. His main research interests are human resource accounting, oil and gas accounting and performance management.

      Rishma Vedd is an assistant professor at California State University, Northridge. Her research interests include performance management and the interface between management accounting and strategic human resource management.

      Takeo Yoshikawa is a professor of accounting at the Graduate School of Hosei University, emeritus professor of Yokohama National University and visiting professor at the University of Edinburgh. His research interests are cost and management accounting – in particular, cost management, activity-based costing and the balanced scorecard.

      John Innes is an emeritus professor of the University of Dundee. His research interest is management accounting including activity-based costing, Japanese cost management and the role of management accountants in relation to management functions such as design and human resource management.

      Executive Summary

      1. Objectives

      This research project examined the relationships between human resource (HR) policies, management accounting and organisational performance on the basis of six case studies (two in Canada, two in Japan and two in the UK) and 100 telephone interviews (40 in Japan, 30 in Canada and 30 in the UK). This project was built on the results of a previous project funded by CIMA on management accounting and strategic HR management (Innes et al., 2001) by:

      extending the research into the area of the relationship between different HR policies and organisational performance and, in particular, how management accountants help to establish links between HR policies and organisational performance;

      extending the research into Japanese companies to give a different perspective and another point of comparison;

      testing the case study results in a telephone survey.

      2. Findings – Case Studies

      The six case studies covered building materials, consumer products, electronics, software development, timber products and a utility. There were seven interviewees in each case with at least two management accountants, at least two HR managers and at least two managers with responsibility for some aspect of organisational performance. In all six cases, the average experience of the interviewees was at least 10 years. One company had existed for about 20 years but the other five had been operating for about 100 years. Employee costs as a percentage of total costs varied between 30% and 40% for five of the cases with one case (software development) being 70%.

      2.1. Performance Measures

      All six case studies used a mix of financial and non-financial performance measures – for example:

      Case A – achievement of budget, growth, market share, sales per employee

      Case B – cash flow, customer satisfaction, economic value added (EVA is a trademark of Stern, Stewart and Co.), employee morale, social contribution, sustainable growth

      Case C – customer satisfaction, EVA, productivity, quadruple bottom line, quality, safety

      Case D – delivery, environment, productivity, return on net assets, safety

      Case E – cash flow, customer satisfaction, delivery, quality, sales

      Case F – customer service, profitability, safety, total shareholder return

      2.2. Links between HR Managers and Management Accountants

      In all six case studies, important links between HR managers and management accountants were the annual budget and long-term strategic plans. For example, key topics of discussion were the proposed number of employees, the required mix of skills and the budgeted salaries. In all six case studies, there were also regular meetings where management accountants discussed with HR managers comparisons of actual results against budgeted results with detailed analysis of the variances. Almost all the interviewees considered the verbal discussions with the management accountants to be at least as important as the written variance reports.

      In Cases A, B, C and F, the HR managers and management accountants worked closely together on the performance-related bonus scheme. For example, in Cases B and C the management accountants interpreted the meaning of EVA reports for HR managers. In Cases A, B, C and F, the management accountants discussed the financial and non-financial performance measures used in the bonus scheme model with HR managers before the proposed bonus model was finalised and later interpreted the actual results from the bonus scheme.

      Communication links also existed between HR managers and management accountants in relation to decision-making. For example, in Case C the management accountants calculated that Case C spent four times as much on workers' compensation as its competitors in the same industry. The HR managers and management accountants were now working together and had already managed to reduce very significantly Case C’s workers' compensation payments. Similarly,

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