The Balanced Scorecard and beyond – Applying Theories of Performance Measurement, Employment and Rewards in Management Accounting Education

Abstract

This study applies the prevailing scholarly theories of strategic management, employment decisions, cost accounting and share reward schemes to a panel of questions raised by Colin Drury (2012) in the case study of the fictitious company Integrated Technology Services (UK) Ltd., ITS (UK). The paper provides model answers which can be used when working with the case study at institutions of higher education. The merit of the work lies in three areas. First, it provides an overview of theories accepted by the academia that can be utilized for further research. Second, it contrasts pro and contra arguments. Thus it shows the limitations of the very theories when applied to scenarios inspired by practical problems. Third, it develops an innovative Balanced Scorecard for ITS (UK). The scorecard can be used as an example when working with Drury’s case study. But it is also suitable for real life situations of business entities faced with oppressive overheads and deteriorating net margins, building on highly skilled workforce and trying to preserve its differentiated profile

Keywords: Balanced Scorecard, Recruiting and Outsourcing, Target Costing, Hierarchy of Needs, Hygiene Factors and Motivators, Building Block Model

JEL Classification: L21, L86, M10, M41, M52