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International Journal of Academic Research in Accounting, Finance and Management Sciences Vol. 4 (4), pp. 104-125, © 2014 HRMARS

Table 18 International Journal of Academic Research in Accounting, Finance and Management Sciences Vol. 4 (4), pp. 104-125, © 2014 HRMARS

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Table 1. management accounting tools and techniques
Table 1. management accounting tools and techniques
Table 2. The users of the budget
Table 2. The users of the budget
All the dimensions of management accounting practices have sufficient or strong reliability lement. Table 3. Summary of reliability statistics
All the dimensions of management accounting practices have sufficient or strong reliability lement. Table 3. Summary of reliability statistics
Table 4. Demographic characteristics of respondent companies
Table 4. Demographic characteristics of respondent companies
Table 6. Products or Services of the companies
Table 6. Products or Services of the companies
Table 5. Age of companies since its establishment 4.1.3. Products or Services of the Companies
Table 5. Age of companies since its establishment 4.1.3. Products or Services of the Companies
Table 9. Costing practices 4.2. Measurement of the Role of Management Accounting Practices (MAP)
Table 9. Costing practices 4.2. Measurement of the Role of Management Accounting Practices (MAP)
According to the sample selection they were 4 service sectors naming banking, insurance, telecommunication and computer service sectors that are involved in the sample. Here are the results of the each part of sector. Banking sector includes 44 banks or the 48.90% of the part of total sample, insurance sector includes 35 insurance companies which have the 38.90% part of sample, remaining part includes telecommunication and computer sectors which have 10 and 1 companies respectively and the part of total sample was 11.10% and 1.10% respectively.
According to the sample selection they were 4 service sectors naming banking, insurance, telecommunication and computer service sectors that are involved in the sample. Here are the results of the each part of sector. Banking sector includes 44 banks or the 48.90% of the part of total sample, insurance sector includes 35 insurance companies which have the 38.90% part of sample, remaining part includes telecommunication and computer sectors which have 10 and 1 companies respectively and the part of total sample was 11.10% and 1.10% respectively.
Table 7. Employees in the company 4.1.5. Type of the organization
Table 7. Employees in the company 4.1.5. Type of the organization
Table 10. Budgeting Practices Budgeting practices have overall important for all service companies. The above mentioned budgeting techniques had important in various level of the organization. 45.6% companies rated budgeting for planning was important in their organization with mean value of 2.38. The next practice is budgeting for controlling cost which was important for 47.8% companies that is the high important from budgeting from planning. Budgeting for long term planning was 50% important for companies which were highest rated instead of all other budgeting practices. 44.4% respondents gave the importance to budgeting for performance evaluation practice in their companies. Remaining budgeting practices which were flexible budgeting, activity base budgeting, zero base budgeting and incremental budgeting got 41.1%, 37.8%, 36.7% and 30 importances’ respectively. The mean value as a whole tend to important for all these practices above and shows that all the budgeting practices specially budgeting for planning, budgeting for controlling cost, budgeting for long term planning and budgeting for performance evaluation have the important for services sector.
Table 10. Budgeting Practices Budgeting practices have overall important for all service companies. The above mentioned budgeting techniques had important in various level of the organization. 45.6% companies rated budgeting for planning was important in their organization with mean value of 2.38. The next practice is budgeting for controlling cost which was important for 47.8% companies that is the high important from budgeting from planning. Budgeting for long term planning was 50% important for companies which were highest rated instead of all other budgeting practices. 44.4% respondents gave the importance to budgeting for performance evaluation practice in their companies. Remaining budgeting practices which were flexible budgeting, activity base budgeting, zero base budgeting and incremental budgeting got 41.1%, 37.8%, 36.7% and 30 importances’ respectively. The mean value as a whole tend to important for all these practices above and shows that all the budgeting practices specially budgeting for planning, budgeting for controlling cost, budgeting for long term planning and budgeting for performance evaluation have the important for services sector.
Table 11. Decision making Practices
Table 11. Decision making Practices
Table 12. Performance evaluation Practices Performance evaluation practices were also important for service sector of Pakistan as shown ir above table. Financial measure has 41.1% importance for companies with mean value 2.31. Non financia measure about operation and innovation was 37.8% important for companies and non financial measure about customers has 43.3% importance. Its quiet interestingly that 82.2% important of benchmarl practice for performance evaluation in service industry which is highest practice used by these firms. | shows the trend of service industry during performance evaluation that standards or targets o benchmark were settled in advance and evaluate and measures these standards for performance evaluation. More than 80% of service companies in sample gave importance to this practice a: performance evaluation. Last practice was non financial measure about employees for performance evaluation which has 34.4% importance for companies. All these practices were important by companie: at different level in the organizations. Respondents companies gave important that shows the tendency\ to utilizing them with sophistication in the organization in future.
Table 12. Performance evaluation Practices Performance evaluation practices were also important for service sector of Pakistan as shown ir above table. Financial measure has 41.1% importance for companies with mean value 2.31. Non financia measure about operation and innovation was 37.8% important for companies and non financial measure about customers has 43.3% importance. Its quiet interestingly that 82.2% important of benchmarl practice for performance evaluation in service industry which is highest practice used by these firms. | shows the trend of service industry during performance evaluation that standards or targets o benchmark were settled in advance and evaluate and measures these standards for performance evaluation. More than 80% of service companies in sample gave importance to this practice a: performance evaluation. Last practice was non financial measure about employees for performance evaluation which has 34.4% importance for companies. All these practices were important by companie: at different level in the organizations. Respondents companies gave important that shows the tendency\ to utilizing them with sophistication in the organization in future.
Table 14. Budgeting Practices The results reveal that budgeting practice for planning is used in wide range of service sector. The mean value is 3.26 which is one of the highest average values in budgeting practices techniques showing that the highest use from all other budgeting techniques. 33.3% respondents companies used it often and 55.6% respondents companies sometimes used this practice and overall trend showing the high level of its usage. Budgeting for controlling cost also used on routine bases with a little bit low from budgeting for planning. Budgeting for controlling cost used by companies 29% often whereas 55.6% companies used this practice on moderately. Third budgeting practice is budgeting for long term planning which is often used by respondents companies. The mean value of budgeting for long term planning is 3.02 which have
Table 14. Budgeting Practices The results reveal that budgeting practice for planning is used in wide range of service sector. The mean value is 3.26 which is one of the highest average values in budgeting practices techniques showing that the highest use from all other budgeting techniques. 33.3% respondents companies used it often and 55.6% respondents companies sometimes used this practice and overall trend showing the high level of its usage. Budgeting for controlling cost also used on routine bases with a little bit low from budgeting for planning. Budgeting for controlling cost used by companies 29% often whereas 55.6% companies used this practice on moderately. Third budgeting practice is budgeting for long term planning which is often used by respondents companies. The mean value of budgeting for long term planning is 3.02 which have
In term of usage of decision making practices in services sector of Pakistan, the research found that all the practices used by the services sector. Product profitability analysis has the mean value 3.20 which shows the tendency of often used. About 36% respondents companies were using this practice as often and very often whereas 43.3% respondents revealed this practice used in moderate level. Breakeven analysis in companies used more as compared to product profitability which has the mean value 3.25. About 36% respondents used it often and 49% respondents used it with moderate. Cash flow method for decision making is an important decision making practice which has the mean value of 3.16 and moving on its usage at often level. The respondents were used this practice as often and very often in 31.1% and 52.2% used sometimes to this decision making practice. Payback period decision making technique was the most utilized technique by the respondent companies. It has the mean value 3.32 which is the highest mean value from all other decision making practices. About 42.2% respondent used it time to time whereas 41.1% companies used it sometimes. Se ee ee a ae | a ce, en | Se i ee, a ee, a | ee ee ee, en he, Table 15. Decision making Practices
In term of usage of decision making practices in services sector of Pakistan, the research found that all the practices used by the services sector. Product profitability analysis has the mean value 3.20 which shows the tendency of often used. About 36% respondents companies were using this practice as often and very often whereas 43.3% respondents revealed this practice used in moderate level. Breakeven analysis in companies used more as compared to product profitability which has the mean value 3.25. About 36% respondents used it often and 49% respondents used it with moderate. Cash flow method for decision making is an important decision making practice which has the mean value of 3.16 and moving on its usage at often level. The respondents were used this practice as often and very often in 31.1% and 52.2% used sometimes to this decision making practice. Payback period decision making technique was the most utilized technique by the respondent companies. It has the mean value 3.32 which is the highest mean value from all other decision making practices. About 42.2% respondent used it time to time whereas 41.1% companies used it sometimes. Se ee ee a ae | a ce, en | Se i ee, a ee, a | ee ee ee, en he, Table 15. Decision making Practices
Performance evaluation practices have been utilized by the respondent companies at mixture of often, moderate and rarely in service sector instead of benchmark practice. Accordingly, financial measures have the mean value of 2.21 with moving on to usage level. But it has 3.3% respondents often used it and about 29% used it at sometimes. 53.3% respondents were used it rarely in their companies. Non financial measures about operation and innovation as performance evaluation have the low mean value from financial measures. It has 2.08 averages, and again only 3.3% respondents companies used it often and about 19% respondents used it at moderate level. About 61% respondents used it off and on basis followed by non financial measures about customers for performance evaluation which was slightly high usage rate as compared to non financial measures about operation and innovation. The mean value of this practice was 2.13 showing the level of usage in service sector. 4.4% respondents used it often, 20% used it sometimes and 60% used on rarely. It was interesting average figure of benchmark practice in service sector. The mean value was 3.65 and it was the highest mean value from all performance evaluation practices. With regard its utilization, about 55% respondents used it on often and very often in their companies whereas 40% respondent companies used it moderately. It was showing that majority of the service sector companies used benchmark for performance evaluation measure. Finally, non financial measures about employees used at low level to some extent. The mean value of this practice was 2.28 with often usage at 4.4% respondents, moderate usage at 33.3% and rare usage at almost 49% in respondents companies. and 24.4% respondents used it at often and very often level whereas 39% companies used it at moderate level. Product profitability analysis, breakeven analysis, cash flow, payback period and customer profitability analysis have mostly utilized by the financial sector which has the part of sample. The results of this section matched with the earlier studies of examined the usage of ten decision making practices in term of broadly usage of decision making practices in developing countries like, Forde, Burnett, et al. (2005), France, (2005), and Forsaith, Tilt et al. (2001). TH Ll. Af Nevelavrrenwner eisper|hasmtbinan Nee oti nner
Performance evaluation practices have been utilized by the respondent companies at mixture of often, moderate and rarely in service sector instead of benchmark practice. Accordingly, financial measures have the mean value of 2.21 with moving on to usage level. But it has 3.3% respondents often used it and about 29% used it at sometimes. 53.3% respondents were used it rarely in their companies. Non financial measures about operation and innovation as performance evaluation have the low mean value from financial measures. It has 2.08 averages, and again only 3.3% respondents companies used it often and about 19% respondents used it at moderate level. About 61% respondents used it off and on basis followed by non financial measures about customers for performance evaluation which was slightly high usage rate as compared to non financial measures about operation and innovation. The mean value of this practice was 2.13 showing the level of usage in service sector. 4.4% respondents used it often, 20% used it sometimes and 60% used on rarely. It was interesting average figure of benchmark practice in service sector. The mean value was 3.65 and it was the highest mean value from all performance evaluation practices. With regard its utilization, about 55% respondents used it on often and very often in their companies whereas 40% respondent companies used it moderately. It was showing that majority of the service sector companies used benchmark for performance evaluation measure. Finally, non financial measures about employees used at low level to some extent. The mean value of this practice was 2.28 with often usage at 4.4% respondents, moderate usage at 33.3% and rare usage at almost 49% in respondents companies. and 24.4% respondents used it at often and very often level whereas 39% companies used it at moderate level. Product profitability analysis, breakeven analysis, cash flow, payback period and customer profitability analysis have mostly utilized by the financial sector which has the part of sample. The results of this section matched with the earlier studies of examined the usage of ten decision making practices in term of broadly usage of decision making practices in developing countries like, Forde, Burnett, et al. (2005), France, (2005), and Forsaith, Tilt et al. (2001). TH Ll. Af Nevelavrrenwner eisper|hasmtbinan Nee oti nner
In terms of life cycle stages, it is stated that 1.1% respondents belong from birth stage and 69% of the respondents located in second stage of life cycle. It is showed that 70% of the respondents companies were belong from first two stages. These results support to the previous studies that in developing countries life cycle of organizations based on youth sector. The results indicate that 24.4% respondents located in third stage which is maturity stage of life cycle and 5.6% existed in revival stage. There is no single company from sample which belongs from fifth stage which is decline in life cycle stages. In additinn tho rocaarrh salen rancliidad lifa crvircloa ctada af indniviniial cartnr Thora aro farir cartar in In which stage the company belonges
In terms of life cycle stages, it is stated that 1.1% respondents belong from birth stage and 69% of the respondents located in second stage of life cycle. It is showed that 70% of the respondents companies were belong from first two stages. These results support to the previous studies that in developing countries life cycle of organizations based on youth sector. The results indicate that 24.4% respondents located in third stage which is maturity stage of life cycle and 5.6% existed in revival stage. There is no single company from sample which belongs from fifth stage which is decline in life cycle stages. In additinn tho rocaarrh salen rancliidad lifa crvircloa ctada af indniviniial cartnr Thora aro farir cartar in In which stage the company belonges
Table 17. In which stage the company belongs PUMPS e IVETE! GHIM PImeoell ,sAvor) In this research by using self categorization in order to identify at which stage the respondent companies belong. Respondents asked to identify that which stage the company belongs according to these five life cycle stages. This self categorization measures have been used by previous studies like (Silvola, 2005). The results of the life cycle stages are shown below:
Table 17. In which stage the company belongs PUMPS e IVETE! GHIM PImeoell ,sAvor) In this research by using self categorization in order to identify at which stage the respondent companies belong. Respondents asked to identify that which stage the company belongs according to these five life cycle stages. This self categorization measures have been used by previous studies like (Silvola, 2005). The results of the life cycle stages are shown below:
In insurance sector the results found that 2.9% insurance companies come under the birth stage and 85.7% insurance companies come under the growth stage. It shows very high frequency of insurance companies in growing stage. The results also reveal that 11.4% insurance companies located in maturity level. There is no insurance company which is located in revival and decline stage according to the life cycle stages. Insurance sector has reached in growth during previous decade and its growth is going now. According to above these results it can be said that all the insurance companies belong to the growth stage of its business and in future they would gain its maturity level. Here are the results of insurance sector life cycle stages with the diagram.
In insurance sector the results found that 2.9% insurance companies come under the birth stage and 85.7% insurance companies come under the growth stage. It shows very high frequency of insurance companies in growing stage. The results also reveal that 11.4% insurance companies located in maturity level. There is no insurance company which is located in revival and decline stage according to the life cycle stages. Insurance sector has reached in growth during previous decade and its growth is going now. According to above these results it can be said that all the insurance companies belong to the growth stage of its business and in future they would gain its maturity level. Here are the results of insurance sector life cycle stages with the diagram.
Table 19. The results of insurance sector life cycle stages
Table 19. The results of insurance sector life cycle stages
Table 20. The results of telecommunication companies In which stage the company belonges
Table 20. The results of telecommunication companies In which stage the company belonges
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