Budgetary Control and Performance Evaluation Systems in Corporations in Bahrain

Abstract

This study examines some aspects of budgetary control and performance valuation systems by utilising data based on a questionnaire survey of 42 medium and large size companies located in the State of Bahrain. The study finds that the onventional form of budget controllability principle is practised to a great extent; managers end to create slack to meet future uncertainty; the focus is on short‐term performance evaluation; a mixed type of performance evaluation style is followed; budget variances are used to evaluate managers' ability, and for cost control purposes. Bonus is affected by budget performance along with new assignments, but not salary.

Citation

Lal Joshi, P. and Abdulla, J. (1996), "Budgetary Control and Performance Evaluation Systems in Corporations in Bahrain", Asian Review of Accounting, Vol. 4 No. 2, pp. 125-144. https://doi.org/10.1108/eb060678