PERFORMANCE EVALUATION IN A DECENTRALIZED ORGANIZATION: A STUDY OF CFAO NIG. PLC.
PERFORMANCE EVALUATION IN A DECENTRALIZED ORGANIZATION: A STUDY OF CFAO NIG. PLC.
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Date
1995-07
Authors
ONWUAGBA, NKEM VINCENT
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Abstract
The overall objective of this study has been to convey the message that
organizations use a variety of divisional performance measurement methods,
some of which are imperfect while others have some merits. This enquiry
demonstrates that one of top management's most challenging jobs is to
design and implement consistent divisional measurement tools that will
adequately motivate divisional managers to act in the best interests within the
purview of the entire corporate entity. Consequently, we were motivated to:
(1) Undertake a comparative analysis of methods of appraising the
performance of divisions and divisional managers in CFAO NIG. PLC --
a decentralized organization.
(2) For this purpose, three key financial performance indicators of
Profitability, ROI and Residual Income were selected for analysis.
Based on these performance tools, the study seeks:
(a) To identify the criteria adopted by CFAO for evaluating her
managerial performance.
(b) To justify the suitability of the adopted criteria vis-a-vis the
criteria widely favoured in the literature. The determination of this
suitability will be made in the light of: feasibility; motivation of
managers and staff; and the degree of freedom from control by
the corporate headquarters.
Various dimensions of related matters in the literature were reviewed and the techniques for proper conduct of the research encompasses the
administration of questionnaires and the conduct of interviews to solicit for
desired information. Statistical instruments were equally employed to
comparatively analyse and interpret the assembled data. The major
findings and conclusions of the research are:
(1) The acceptance of two hypotheses bordering on control and motivation
while a third on information flow was outrightly rejected. This shows that
CFAO has well established control and corporate reward systems, but
lack good communication system which is not in line with modern
technology.
(2) That determining appropriate choice of performance appraisal and
dysfunctional decision making are the greatest problems working against
decentralization. Not surprising then that profitability measure was
exposed as a subjective and biased measurement criterion, which the
management of CFAO equally misconceived and subsequently
misapplied in ranking divisions and their managers.
(3) That corporate management is yet to embrace the objective and widely
accepted measurement techniques of ROI and Residual Income.
Probably, it is oblivious of the fact that responsibilities should be delegated
basically for profits in relation to the investment base.
(4) That management does not give due recognition to non profit measures of
performance. The non pursuit of sound personnel development
programmes for instance, would definitely ensure that vacuum is always created in the management hierarchy and that corporate resources
committed to divisions are not efficiently and effectively managed.
(5) That top corporate management grips firmly on power control measures
and this no doubt defeats the very essence of decentralization.
(6) The accounting system as currently practiced in the organization is not
portrayed in good light and these inadequacies are viewed to be below
standard for a conglomerate of such magnitude.
The principal findings and conclusive remarks on the study are pulled
together to serve as basements for our recommendations. They include
among others;
(1) The discontinued use of profitability measure of managerial
performance due to its subjectivity, for the more objective ROI and
Residual Income measures.
(2) Upgrading the communication and accounting systems in line with
modern standards.
(3) Embarking on vigorous formal and informal training programmes for
management and staff to always ensure the availability of skilled
personnel for all levels in the management hierarchy.
(4) The concession of more autonomy to subordinate managers for
speedy decision making so as to facilitate improved performance
and greater profitability.
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Keywords
PERFORMANCE, EVALUATION, DECENTRALIZED, ORGANIZATION:, STUDY, CFAO NIG. PLC