Research On Performance Management Of Jiangsu Xingrui Accounting Firm Based On Balanced Scorecard

This article is mainly based on the current economic environment of accounting firms,combined with related performance assessment management theory and theoretical knowledge of balanced scorecards,and combined with the author’s long-term field investigations and investigations with Xingrui Accounting Firm and the diversity of his staff.This in-depth exchange and discussion gave a more detailed understanding of the actual situation of the performance evaluation of Xingrui Accounting Firm.In combination with the CICPA,Xingrui Accounting Firm no longer simply used the income of the firm as the sole criterion for assessment in recent years.Non-financial indicators serve as assessment indicators for the firm.However,the setting of non-financial indicators is only a form in the actual performance assessment process,and the final performance assessment results released are mainly the results of financial indicator assessment.Based on the knowledge of the practitioners of the firm,the author learned that the staff did not understand the performance evaluation indicators and results of the firm as a whole and the department,only that the performance appraisal was just a scoring appraisal of the staff.When designing the Xingrui Accounting Firm’s performance appraisal system in layers,it should not only design the performance appraisal system from the financial level,but also incorporate it into the performance appraisal system at other levels.Xingrui Accounting Firm’s performance management should be combined with strategy,and the strategy map should be used to clearly delineate the strategy,and based on this,design assessment indicators,so that performance management is essentially combined with strategy.The strategic map includes four levels: financial level,customer level,internal process level,and learning and growth level.These four levels are not independent,but have a certain logical relationship.The research object of this paper is Xingrui Accounting Firm.At present,the existing performance evaluation system of the accounting firm is still in its infancy.There are still many places that are not perfect and unscientific.They are unable to evaluate and motivate their CPA effectively.The performance problem has not been raised to the strategic goals of the firm to achieve effective use and motivation of talents.Among many performance management tools,the balanced scorecard was originally used as a performance evaluation tool.With the deepening of research,it has gradually become an effective tool for strategic management.This paper tries to introduce the balanced scorecard into the performance evaluation system of Xingrui Accounting Firm.It breaks down the enterprise’s strategy from four aspects: finance,customer,internal process,learning and growth,and finds out the main strategic performance.Indicators to develop a comprehensive performance management index system,and use the four dimensions of the process to measure the weight,in order to indicate the strategic direction,improve the competitiveness of the firm industry,fully mobilize the enthusiasm of staff,and ultimately make Xingrui Accounting Firm in the industry to stand out.However,applying the concept of balanced scorecard to a service industry such as an accounting firm is still a relatively new concept.Due to the lack of successful case references,the specific implementation situation is difficult to predict.The construction and effective implementation of the balanced scorecard require the joint efforts of registered accountants in various departments within the firm.The implementation of the balanced scorecard is a long and cyclical process,which cannot be accomplished overnight.In the implementation process,management,employees,and various departments must communicate and feedback in a timely manner,collect sufficient information,analyze and correct problems that occur at any time,and achieve the purpose of ensuring their smooth operation.