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Time Budget

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Time Budget

Advanced Auditing
April 14, 2011

It is not only important for auditors to keep accurate and precise working papers for an audit, it is also important for auditors to keep accurate and precise records of their time spent on the tasks associated with an audit. “When accountants complete work without recording it as chargeable time, potential revenue can be lost and erroneous planning and poor personnel decisions can result.” (Lightner, et. al., 1983) Hamilton Wong is one of six accountants assigned to the audit of Wille and Lomax, Inc., a public company which sells general type merchandise, such as briefcases, leather goods, luggage and travel accessories, and gift items, such as costume jewelry imported from …show more content…

After reviewing the time he has reported on his audit assignments, Hamilton Wong estimates that he will be over budget on two of his accounts by 20 to 25 percent. The pressure for accountants to underreport their time is a concern for many auditing firms. By portraying unrealistic expectations, auditors feel obligated to work long hours which causes low morale, burnout, and employee turnover. There are a number of ways management can work to discourage accountants from underreporting time. One way is by “Preventing removal of workpapers from the fieldwork site and preventing unsupervised after-hours work at the client’s or firm’s office . . .” (Lightner, et. al., 1983) Another way is to counsel supervisors “on the importance of ensuring that staff report all chargeable time and [supervisors] should be taught how to spot and how to prevent underreporting.” (Lightner, et. al., 1983) In addition, the audit firm can “provide its staff with an alternative to underreporting, such as encouraging them to report problems that arise in meeting the budget.” (Lightner, et.al., 1983) “Staff should be informed of the purpose, use and importance of time budgets in firm management and of the firm’s desire to reconsider budgets that aren’t appropriate for an engagement or that are improperly prepared.” (Lightner, et. al., 1983) Another suggestion is to “avoid time budgets at the staff accountant level. When budgets

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