Human Resource Contribution

This contribution reflects the impact of organizational activities on the people who constitute the human resources of the organization. These activities include:

Recruiting practices Training programmes

Experience building-job rotation Job enrichment

Wage and salary levels Fringe benefit plans Management-union relations Employee skills

Employee knowledge Employee attitudes Employee self-actualization Congruence of employee and organi-zational goals

Mutual trust and confidence

Job security, stability of work force, lay off and recall practices

Transfer and promotion policies Occupational health

Freedom from undue stress

On the job physical environment On the job safety

The behavioural implications of managerial decisions will be considered in Part 5. As vet, the development of a human resource accounting method which can cope successfully with measuring the impact of organizational decision on human asset values is experimental.


Interested in Consolidating Group Income in 2018?

Read on: Net Income Contribution

The growing attention which other social objectives are receiving does not reduce the importance of the income objective. A business organization cannot survive without an adequate financial surplus; and as we shall see in Part 5, long-range planning includes calculating the minimum return to shareholders. The recognition of the importance of other social objectives does not diminish the importance of the income objectives. On the contrary, it adds meaning to the significance of corporate net income by drawing attention to the circumstances under which it has been produced. In this sense, there is... see: Net Income Contribution