Answer 1:-
2. The hypotheses underlying the balanced scorecard are indicated by the arrows in the diagram. Reading from the bottom of the balanced scorecard, the hypotheses are:
° If the amount of compensation paid above the industry average increases, then the percentage of job offers accepted and the level of employee morale will increase.
° If the average number of years to be promoted decreases, then the percentage of job offers accepted and the level of employee morale will increase.
° If the percentage of job offers accepted increases, then the ratio of billable hours to total hours should increase while the average number of errors per tax return and the average time needed to prepare a return should decrease.
° If employee morale increases, then the ratio of billable hours to total hours should increase while the average number of errors per tax return and the average time needed to prepare a return should decrease.
° If employee morale increases, then customer satisfaction with service quality should increase.
° If the ratio of billable hours to total hours increases, then the revenue per employee should increase.
° If the average number of errors per tax return decreases, then customer satisfaction with effectiveness should increase.
° If the average time needed to prepare a return decreases, then customer satisfaction with efficiency should increase.
° If the customer satisfaction with effectiveness, efficiency, and service quality increases, then the number of new customers acquired should increase.
° If the number of new customers acquired increases, then sales should increase.
° If revenue per employee and sales increase, then the profit margin should increase.
Each of these hypotheses can be questioned. For example, Ariel’s customers may define effectiveness as minimizing their tax liability which is not necessarily the same as minimizing the number of errors in a tax return. If some of Ariel’s customers became aware that Ariel overlooked legal tax-minimizing opportunities, it is likely that the “customer satisfaction with effectiveness” measure would decline. This decline would probably puzzle Ariel because, although the firm prepared what is believed to be error-free returns, it overlooked opportunities to minimize customers’ taxes. In this example, Ariel’s internal business process measure of the average number of errors per tax return does not fully capture the factors that drive customer satisfaction. The fact that each of the hypotheses mentioned above can be questioned does not invalidate the balanced scorecard. If the scorecard is used correctly, management will be able to identify which, if any, of the hypotheses, are invalid and then modify the balanced scorecard accordingly.
3. The performance measure “total dollar amount of tax refunds generated” would motivate Ariel’s employees to aggressively search for tax minimization opportunities for its clients. However, employees may be too aggressive and recommend questionable or illegal tax practices to clients. This undesirable behavior could generate unfavorable publicity and lead to major problems for the company as well as its customers. Overall, it would probably be unwise to use this performance measure in Ariel’s scorecard.
However, if Ariel wanted to create a scorecard measure to capture this aspect of its client service responsibilities, it may make sense to focus the performance measure on its training process. Properly trained employees are more likely to recognize viable tax minimization opportunities.
4. Each office’s individual performance should be based on the scorecard measures only if the measures are controllable by those employed at the branch offices. In other words, it would not make sense to attempt to hold branch office managers responsible for measures such as the percent of job offers accepted or the amount of compensation paid above the industry average. Recruiting and compensation decisions are not typically made at the branch offices. On the other hand, it would make sense to measure the branch offices with respect to internal business process, customer, and financial performance. Gathering this type of data would be useful for evaluating the performance of employees at each office.
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EXERCISE 10-7 Creating a Balanced Scorecard LO10-4 Ariel Tax Services prepares tax returns for individual and corporat...
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