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Human resource accounting

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  • HRA, thus, not only involves measurement of all the costs/investments associated with the recruitment, placement, training and development of employees, but also the quantification of the economic value of the people in an organization.
  • This marks the beginning of academic interest in the area of
    HRA. However, the focus was primarily on deriving HRA concepts from other studies
    Stage 2: The focus here was more on developing and validating
    different models for HRA. These models covered both costs and the monetary and
    non-monetary value of HR. The aim was to develop some tools that would help the
    organizations in assessing and managing their human resource/asset in a more
    realistic manner.
    Stage 3: rapid growth of research in the area. The focus in most cases
    was on the issues of application of HRA in business organizations.
    Stage 4:the organizations realized that to clarify the issues relating to HRA needs more research but they were not ready to invest large sums of money into it.
    Stage 5: renewal of interests due to shifting of economy from a manufacturing to a service one the survival, growth and profits of the organizations were
    perceived to be dependent more on the intellectual assets of the companies than on the
    physical assets, the need was felt to have more accurate measures for HR costs,
    investments and value. from mid
    90s the focus has been on greater application of HRA to business management.
  • HRA is a management tool which is designed to assist senior management
    in understanding the long term cost and benefit implications of their HR decisions so
    that better business decisions can be taken. If such accounting is not done, then the
    management runs the risk of taking decisions that may improve profits in the short run
    but may also have severe repercussions in future. For example, very often
    organizations hire young people from outside on very high salaries because of an
    immediate business requirement. Later on, however, they find that the de-motivating
    impact of this move on the existing experienced staff has caused immense long term
    harm by reducing their productivity and by creating salary distortions across the
    organizational structure.
    2.like recruitment planning, turnover analysis, personnel advancement analysis, Not only can they
    measure the return on capital employed on total organizational assets (including the human assets),
    but the resources can also be planned accordingly.
    4. in a business environment where corporate social responsibility is rapidly gaining ground
    3. , as the intellectual assets
    of a company are often worth three or four times the tangible book value. Human capital also provides
    expert services such as consulting, financial planning and assurance services, which are valuable, and
    very much in demand.
  • The cost approach which involves methods based on the costs incurred by the
    company, with regard to an employee.
    2. The economic value approach which includes methods based on the economic
    value of the human resources and their contribution to the company’s gains. This
    approach looks at human resources as assets and tries to identify the stream of
    benefits flowing from the asset.
    The non-monetary methods for assessing the economic value of human resources also
    measure the Human Resource but not in dollar or money terms. Rather they rely on
    various indices or ratings and rankings. These methods may be used as surrogates of
    monetary methods and also have a predictive value. The non-monetary methods may
    refer to a simple inventory of skills and capabilities of people within an organization
    or to the application of some behavioral measurement technique to assess the benefits
    gained from the Human resource of an organization.
  • These include the costs of recruiting,
    selection, hiring, placement, orientation, and on the job training.
    3. Such costs have two
    dimensions- positional replacement costs or the costs incurred to replace the services
    rendered by an employee only to a particular position; and personal replacement cost
    or the cost incurred to replace all the services expected to be rendered by the employee
    at the various positions that he might have occupied during his work life in the
    organization.
  • As an individual moves
    from one position to another, at the same level or at different levels, the profile of the
    services provided by him is likely to change. The present cumulative value of all the
    possible services that may be rendered by him during his/her association with the
    organization, is the value of the individual.
    Typically, this value is uncertain and has two dimensions. The first is the expected
    conditional value of the individual. This is the amount that the organization could
    potentially realize from the services of an individual during his/her productive service
    life in the organization. It is composed of three factors:
    l productivity or performance (set of services that an individual is expected to
    provide in his/her present position);
    l transferability (set of services that he/she is expected to provide if and when he/
    she is in different positions at the same level);
    l promo ability (set of services that are expected when the individual is in higher
    level positions).
    These three factors depend, to a great extent, on individual determinants like
    activation level of the individual (his motivation and energy level) and
    organizational determinants like opportunity to use these skills or roles and the
    reward system.
    The second dimension of an individual value is the expected realizable value, which
    is a function of the expected conditional value, and the probability that the individual
    will remain in the organization for the duration of his/her productive service life. Since
    individuals are not owned by the organization and are free to leave, ascertaining the
    probability of their turnover becomes important.
    2. where an organization had several divisions seeking the same employee, the employee should be allocated to the highest bidder and the bid price incorporated into that division’s investment base. For example a value of a professional athlete’s service is often determined by how much money a particular team, acting in an open competitive market is willing to pay him or her.
    3.According to this model, the value of human capital embodied in a person who is ‘y’ years old, is the present value of his/her future earnings from employment and can be calculated by using the following formula:
    E(Vy) = Σ Py(t+1) Σ I(T)/(I+R)t-y
    T=Y Y
    where E (Vy) = expected value of a ‘y’ year old person’s human capital T = the person’s retirement age Py (t) = probability of the person leaving the organization I(t) = expected earnings of the person in period I r = discount rate
  • is a simple listing of the education, knowledge, experience and skills of the firm’s human resources.
    determines a person’s capacity for promotion and
    development. It usually employs a trait approach in which the traits essential for
    a position are identified. The extent to which the person possesses these traits is
    then assessed.
    are used to assess employees’ attitudes towards their job,
    pay, working conditions, etc., in order to determine their job satisfaction and
    dissatisfaction.
  • This means that every company has to
    evolve its own standard, which can become a tedious process, considering that most of them are still involved in improving their business.
    Many companies do not want to go into the intricacies of finding the value of their human resources.
    Considering the dynamism of this industry, it is
    very difficult to predict as to what is going to be your future requirements and how technology is going to shape in the near future.
  • Transcript

    • 1. HUMAN RESOURCE ACCOUNTING Unit 5 1KVIMIS
    • 2. HRA: CONCEPT • “the process of identifying and measuring data about human resources and communicating this information to interested parties”. • “Human Resource Accounting is basically an information system that tells management what changes are occurring over time to the human resources of the business. HRA also involves accounting for investment in people and their replacement costs, and also the economic value of people in an organization,” Unit 5 2KVIMIS
    • 3. HISTORICAL DEVELOPMENT OF HRA Unit 5 3KVIMIS
    • 4. NEED FOR HRA • HRA systems can be put to use for taking a variety of managerial decisions • Organizations can actually find out how much they can earn from an individual • HRA reflects the extent to which organization contributes to society’s human capital by investing in its development. • It provides a sound and effective basis of human asset control • Helps to know whether the asset is appreciated, depleted or conserved Unit 5 4KVIMIS
    • 5. MEASUREMENTS IN HRA Unit 5 5KVIMIS
    • 6. COST APPROACH IN HRA Unit 5 6KVIMIS
    • 7. Unit 5 7KVIMIS
    • 8. ECONOMIC VALUE APPROACH Unit 5 8KVIMIS
    • 9. NON MONETARY MEASURES • Skills or capability inventory • Assessment of potential • Attitude measurements Unit 5 9KVIMIS
    • 10. DETERRANTS TO HRA • Lack of an industry standard • The need for extensive research • Not an economically viable option for small and medium companies • Difficult to predict as to what is going to be your future requirements Unit 5 10KVIMIS
    • 11. Unit 5 11KVIMIS

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