A Report on a Case Study on Measuring Intangible Assets an Indian Experience

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

People are biggest asset for every organization and, therefore, to draw, motivate, and preserve the most skilled employees and assign them to jobs for which they are exceptionally well suited is a responsible job for human resource. Therefore, human resources management is done in all type of organizations. Profound management of people is equally indispensable in success of organizations as the sound management of production, finance, and other operations. The human resource management field postulates the infinite diversity of people and their dynamics (McKenzie & Traynor, 2002). To get into this career field, one must have the required education degree by completing many different courses, and have the experience along with skills and

The strategic use of human resources is essential for all organisations that have objectives involving growth and stability. Therefore, it is essential for companies to closely examine their practices regarding their human capital to ensure a successful working environment. A selection of the major strategies and topics involving human capital are illustrated in the following report. Crackberry Communications should use this information to analyse potential risks and opportunities their human resource managers face.

The value of human capital may be hard to measure, yet possessing the right people working together can help an organization meet its vision and goals.

Human capital plays a vital role in providing the organisation with a valuable competitive advantage; in addition a reward and pay system concerning the employment relationship, is often viewed as a key method in obtaining maximum human capital, and thus a central part of managing a business.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

In today’s job market we see many human resource management changes and challenges evolving with the changes in a competitive market environment. One goal of the human resource department is to hire employees that will be as productive as possible, which in turn leads to more revenue and the success of an organization.

Human capital plays a considerable role in the economic environments. It is not cash, assets, but it is people, which are the critical differentiators of a business enterprise (Fiz-enz, 2000). It is an organisation’s possess individual tacit knowledge (Nelson and Winter, 1982). There are four factors involved by human capital: genetic inheritance, education, experience and attitudes about life and business (Hudson, 1993). All of these factors are intangible and can be invaluable. Human Capital is a source of innovation and strategic renewal, such as improving personal skills, re-engineering new process or just daydreaming at the office (Hudson, 1993). According to Figure 1 (Bontis, 1998), Human Capital is about the intellect of human. It is an internal control and development

There are several important reasons of human resource planning that business organisation carry out regardless their size and it is important for the continuity of any business organisation to plan. However, in many business owners may not include human resource planning at the beginning of their business but later realise the importance of human capital and no business can survive without having competitive human capital.

Human resources are the primary concern of all businesses in the world, for without the engagement of human intelligence, fortitude and resourcefulness business is all but lost to the competition. The basic resource in any company is the people that are employed to do the tasks assigned to them to meet the customers demand for new, improved products and services. Training and development of the human capital has evolved from the hands-on approach to technological classroom and virtual training. Globally the evolution in training is moving rapidly but the capital to provide comprehensive training is often restricted and funding is challenged. How does a corporation measure the training and development of their human capital? Can an organization establish realistic goals and provide a clear method of accounting for training in relationship to the business strategy? It is my goal to address these questions by first looking at a brief history of human resource accountability, then exploring the key components, variables and obstacles of the Return on Investment evaluation method.

People are the key to business success. However nowadays of business this is often neglected and people are seen to be a necessary expense. A successful business does not just rely on a person’s power instead it involves continuous effective teamwork and communication. Storey (1995) defines that human resource management is an individual approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques.

The considerable debate on the advantages and disadvantages of moving towards a full mark to market accounting system for financial institutions has been triggered by the move of the International Accounting Standards Board (IASB) and the US Financial Accounting Standards Board (FASB) to make changes in this direction as part of an attempt to globalize accounting standards. Both fair value accounting and historical cost accounting have their advantages and drawbacks and therefore it is hard to conclude which system is superior to the other. Within the accounting systems, the valuation of intangible assets has been a constant source of attention by the board as well. This essay summarizes the superiority of fair value accounting in measuring value of certain assets and liabilities including intangible assets in light of the IASB discussion paper released recently.

A few years ago West Ltd acquired all assets and liabilities of Fishy Tale. According to Fishy Tale’s Financial Statement, its intangible assets include the brand development which was valued at $800,000. However, there have been significant changes to accounting treatment for intangible assets after Australia adopted International Financial Reporting Standards (IFRS). The aim of this report is to examine the accounting treatment for Intangible Assets, both prior to, and after the adoption of IFRS. The differences between the old and new accounting treatment will also be presented as journal entries. An analysis of changes and subsequent impact on accounting treatment for internally generated intangible assets is followed by a comparison of the old and new models. Furthermore, this report will evaluate whether to capitalise or not to capitalise intangible assets for West Ltd. Finally, the most efficient option will be recommended to the client.

Businesses are moving into a new era concerning human resources (HR). The emergence of Talent Management (TM) is the innovative focus that is combined with management issues and HR methods (Bersin, 2006). How can an organisation be more efficient when recruiting new staff? How can companies identify competency issues and solve these through training or development options? How can they manage their employees to affiliate them with company goals and missions? How can organisations identify their top talent and reposition them to gain maximum outcome? These encounters require new strategies and methods in which TM can achieve company expansion and success.

Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in