spms

With the introduction of various climate change related Iegislations in Australia, many companies are now incorporating social/environmentalfsustainabilitv measures in their multi-perspective Strategic Performance Measurement Systems (SPMSl. An increasing number of Australian companies have shown a willingness to publicly disclose their SPMS adoption (see for example EliiidoTen, 2011; 2013) thereby enabling various stakeholders to evaluate both nancial and non-financial performance of the firm. There is however, mounting criticism that such public disclosures are no more than 'green washing' mechanisms particularly if the SPSM targetslmeasures are not linked to rewards system or compensation plans. This is in line with various motivational theories which align with the quote 'what gets measured gets done'. SEER: requirements: A: LITERATURE scum (Weiehtins - 30%) A1 -WM: Conduct a review of literature on mid-perspective SPMS such as Balanced Scorecard or Triple (or Quadruple) Bottom Line. Provide a brief but succinct analysis on its salient features. Citing academic research that examine real companies' experience/s on SPMS adoption, discuss the benefits/pitfalls/chalienges including the advantages and disadvantages reported by companies in their SPMS adoption. A2 - WM Briefly discuss one theory of motivation and explain how this theory relates to rewards system. Examine academic research conducted on real companies' use of different forms of rewards/compensation given to top executives and/or non-executive empioyees. (Hint: no not reiy on text books; support your discussion with academic research}