Methods of Executive Performance Evaluation: A Case Study of Seek Group

This presentation analyzes the remuneration report of Seek Group and compares it with Ambition Group. It evaluates the different methods used by public companies to evaluate executive performance. The presentation also suggests that Seek Group should adopt the balanced scorecard approach to evaluate and remunerate its employees. The declining trends in the company have led to a decrease in executive pay, which has demotivated them.

SEEK COMPANY
T218 Group assignment task
Specification: ACC702 PG –
Managerial Accounting

Introduction
This presentation focuses on dealing
with the different methods which
public company uses to evaluate the
executive performance.
It analysis the Seek Group and the
Ambition Group.
It evaluate the financial details,
annual report and remuneration
report of Company (Doni,
Gasperini,and Pavone, 2016).

Review of the remuneration report of Seek Company
• Company has aligned the interest of the stakeholders with
the organization development.
• Resolution and general meeting is conducted to determine
the remuneration to key managerial persons.
• Proper disclosure is given for the same in annual report of
company.
• Fixed pay is given to stakeholder of the organization
(Dankova, Valeva, and Štrukelj, 2015).

SUMMARY OF FINDINGS
• Seek group has adopted employee oriented remuneration
pay
• equity rights and superannuation payment is provided as
long term benefit plan for its employees.
• Short term incentives; because the company feels the long
term organisational goals need a consistent approach
(Hansen, and Schaltegger, 2016).
• Share incentive plans offered are based on the criteria of
achievement of a certain level of earning per share
(Crowther, 2018).

ANALYSIS AND COMPARISON OF REMUNERATION METHODS USED
• Policies of Seek Group have led the executives to perform
in a manner that has encouraged an improvement in
company performance (Hooghiemstra, Kuang, and Qin,
2017).
• Add to the value that company attains in the market and
adds to the overall wealth of the shareholders.
• The 50% portion of total remuneration gets value from the
way the company is performing (Hooghiemstra, Kuang,
and Qin, (2017).

Conclusion
• Seek group has in every manner adopted a better
remuneration approach than the competing Ambition Group.
• Seek Group Company should adopt the balance score card
approach as its best method to evaluate and remunerate its
employees.
• Declining trends the company is facing, the executives are also
being paid less and that has in some or the other manner
demotivating them.

References
Cooper, D.J., Ezzamel, M. and Qu, S.Q., (2017). Popularizing a management
accounting idea: The case of the balanced scorecard. Contemporary Accounting
Research, 34(2), pp.991-1025.
Crowther, D., 2018. A Social Critique of Corporate Reporting: A Semiotic Analysis of
Corporate Financial and Environmental Reporting, 7th ed.:US Routledge.
Dankova, P., Valeva, M. and Štrukelj, T., (2015). A comparative analysis of
international corporate social responsibility standards as enterprise
policy/governance innovation guidelines. Systems Research and Behavioral
Science, 32(2), pp.152-159.
Doni, F., Gasperini, A. and Pavone, P., (2016). Early adopters of integrated reporting:
The case of the mining industry in South Africa. African Journal of Business
Management, 10(9), pp.187-208.
Hansen, E.G. and Schaltegger, S., (2016). The sustainability balanced scorecard: A
systematic review of architectures. Journal of Business Ethics, 133(2), pp.193-221.
Hooghiemstra, R., Kuang, Y.F. and Qin, B., (2017). Does obfuscating excessive CEO
pay work? The influence of remuneration report readability on say-on-pay
votes. Accounting and Business Research, 47(6), pp.695-729.