book

How To Apply HR Financial Strategies (Collection)

Name: How To Apply HR Financial Strategies (Collection)
ISBN: 9780133742978

by Bashker D. Biswas, Wayne F. Cascio, John Boudreau

August 2013

Intermediate to advanced

753 pages

19h 4m

English

Pearson

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About This eBook
Title Page
Copyright Page
Table of Contents
Compensation and Benefit Design: Applying Finance and Accounting Principles to Global Human Resource Management Systems
Copyright Page
Dedication Page
Foreword
Acknowledgments
About the Author

Preface
Part I
1. Introduction: Setting the Stage
The Cost Versus Expense ConundrumCAPEX Versus OPEXThe Current HR Cost-Classification StructureThe Current Accounting for Compensation and Benefit Cost ElementsKey Concepts in This ChapterAppendix: The Terms
2. Business, Financial, and Human Resource Planning
The Overall Planning FrameworkHR PlanningHR ProgramsKey Concepts in This ChapterAppendix
3. Projecting Base Compensation Costs
Base Salary CostsKey Concepts in This ChapterAppendix: Cash Flow Impact of Salary Increases
4. Incentive Compensation
An Introduction to Incentive Compensation ProgramsAccounting for Annual Cash Incentive PlansKey Incentive Compensation MetricsFree Cash Flow as an Incentive Plan MetricEconomic Value Added as an Incentive Plan MetricResidual Income as an Incentive Compensation Plan MetricThe Balanced Scorecard and Incentive CompensationBalanced Scorecard and CompensationKey Concepts in This Chapter
5. Share-Based Compensation Plans
Stock Award PlansStock Option PlansStock Option ExpensingThe Accounting for Stock OptionsTax Implications of Stock PlansInternational Tax Implications of Share-Based Employee Compensation PlansEmployee Share Purchase PlansStock Appreciation RightsKey Concepts in This ChapterAppendix: Stock Options and Earnings per Share
6. International and Expatriate Compensation
The Background to International and Expatriate CompensationThe Balance Sheet SystemExpatriate TaxesThe Cost-Differential AllowanceGlobal Payroll SystemsInternational PensionsGlobal Stock Option PlansKey Concepts in This Chapter
7. Sales Compensation Accounting
General Accounting PracticesSales Compensation PlansAccounting Control and Audit IssuesOther Salient Elements of a Sales Compensation PlanTravel AllowancesCommission AccountingKey Concepts in This Chapter
8. Employee Benefit Accounting
The Standards FrameworkDefined Contribution Versus Defined Benefit PlansSection 965 ExplainedCalculating Plan Benefit ObligationsClaims Incurred but Not Reported (IBNR)Other Benefit ObligationsAdditional Obligations for Postretirement Health PlansSelf-Funding of Health BenefitsInternational Financial Reporting Standards and Employee Health and Welfare PlansThe Financial Reporting of Employee Benefit PlansKey Concepts in This Chapter
9. Healthcare Benefits Cost Management
The BackgroundThe Reasons for the Rising CostsCost Containment AlternativesForecasting Healthcare Benefit CostsKey Concepts in This Chapter
10. The Accounting and Financing of Retirement Plans
The BackgroundThe Accounting of the PlansThe Pension Benefit ObligationPension Plan AssetsThe Pension ExpenseThe Accounting Record-KeepingAccounting Standards Affecting Pension PlansKey Concepts in This Chapter
Part II
11. Human Resource Analytics
The Background for the Use of HR AnalyticsThe Need for HR AnalyticsMeasuring the Effectiveness of HR InvestmentsTotal Compensation Effectiveness MetricsA Changed ParadigmKey Concepts in This Chapter
12. Human Resource Accounting
The BackgroundThe DebateHR Accounting MethodsKey Concepts in This ChapterAppendix: No Long-Term Savings from Workforce Reductions
Conclusion
An HR Finance and Accounting Audit
References
ArticlesBooksWebsites
Index
Investing in People, Second Edition: Financial Impact of Human Resource Initiatives
Copyright Page
Dedication Page
Acknowledgments
About the Authors
Preface
Chapter 1. Making HR Measurement Strategic
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 2. Analytical Foundations of HR Measurement
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 3. The Hidden Costs of Absenteeism
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 4. The High Cost of Employee Separations
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 5. Employee Health, Wellness, and Welfare
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 6. Employee Attitudes and Engagement
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 7. Financial Effects of Work-Life Programs
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 8. Staffing Utility: The Concept and Its Measurement
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 9. The Economic Value of Job Performance
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 10. The Payoff from Enhanced Selection
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 11. Costs and Benefits of HR Development Programs
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Chapter 12. Talent Investment Analysis: Catalyst for Change
The Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense ConundrumThe Cost Versus Expense Conundrum
Appendix A. The Taylor-Russell Tables
Appendix B. The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device
The Cost Versus Expense Conundrum
Index
Financial Times Press

Content preview from How To Apply HR Financial Strategies (Collection)

Chapter 6. Employee Attitudes and Engagement

Every year, Fortune magazine conducts an annual survey of the “100 Best Companies to Work For.” Firms strive to be named to this list because they receive twice as many applications as firms that are not on the list, and they enjoy employee turnover levels that are less than half those of their competitors.¹ In short, people want to work at places where they are treated well. If satisfied employees really do fuel corporate profits, one would expect “100 Best” employers to outperform broad indexes of firms that are publicly traded—and they do.²

In one well-controlled study, for example, researchers compared the organizational performance of Fortune’s “100 Best Companies to Work For” with two sets of ...

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How To Apply HR Financial Strategies (Collection)

by Bashker D. Biswas, Wayne F. Cascio, John Boudreau

Chapter 6. Employee Attitudes and Engagement

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