Captura de CO 2 posterior a la combustión

enterprise or an industry. The human side of an enterprise is its dynamic part; good machines, improved methods of work, new processes, in short, all improvement in technology, calls for willingness and action on the part of men in industry to serve as agents of higher productivity. Employees include men at levels of organization right from the rank-and-file workers up to the top-level executives. Sometimes an improvement in technology is more than offset by changes for the worse on the human side of productivity which should go up actually goes down.

a) Motivation : The willingness of the employee to work for an organization is related to his productivity in an important way. The urge to work is a complex phenomenon governed by several factors the motivation of an employee will depend upon the organization structure (formal as well as informal), leadership, need satisfaction and the influence of trade unions. Delegation and decentralization of authority, participative management, organizational efficiency, proper personnel policies relating to selection, placement, promotion, wage-salary levels, incentives, merit-rating, job evaluation, training and provision for two- way communication are some of the features of the formal organization which influence motivation. Likewise, the existence of groups with higher productivity as their goal is likely to contribute to the organizational objectives.

Research shows that job performance results from “ability times

motivation”. A person may be very capable but if he is not motivated, he cannot perform well on his job. Likewise, a person may be highly

motivated, but if he lacks the basic ability required for the job, he cannot do well. This is a point that is generally overlooked in stressing the importance of motivation in particular.

b) Physical Conditions of work (Work Environment) : The importance of a proper work environment and physical conditions on the job has been emphasized at length by industrial psychologists and human

ease at work through better ventilation, better lighting, improved safety devices, reduction in noise, etc. equally important is the need for making the workday reasonable in length, and for introducing suitable rest pauses to enable the men to recoup their energy lost in continuous work. The Hawthorne experiments showed that physical conditions of work were not directly and necessarily related to output. What really matters is the attitude of the employees toward these conditions. At the same time, certain studies made in England show that when the temperature gets beyond reasonable limits, this did tend to affect output even when the workers had high ability and high motivation. In any case, the management cannot run away from its obligation for providing the most congenial possible working conditions to the employees. Improvement in productivity brings the following advantages to the firm and the community at large :

a) Reduction in the cost of raw materials (through increase in the productivity of raw materials)

b) Reduction in labour cost per unit of output.

c) Reduction in overheads and power costs per unit of output. d) Reduction in the price of goods.

e) Increase in wages and salaries (through schemes for sharing the gains of productivity).

f) Increase in the reserve fund that can be utilized for expansion and modernization.

g) Better standards of living for people through increase in their incomes and improvement in the quality of goods that can be made available at cheaper prices.

h) Increase in the competitive strength of the country in export market through reduction in cost of production and improvement in quality of output.

2.7 HUMAN RESOURCE ACCOUNTING:

Human element is the most valuable input in an organization. A team of competent, devoted and motivated persons can convert a sick concern into a successful one. On the other hand, incompetent and disinclined personnel may squander away the existing physical and financial resources, leading the concern to collapse. The accounting profession until approximately 1965 largely ignored the obvious importance of people in organizations and as productive resources. Now, there appears to be wide spread awakening and growing interest for human resource accounting.

2.7.1 The Concept of Human Resource Accounting:

The productivity of a company‟s investment is known from the rate of return it gives. So far, these rates of productiveness considered in respect of Physical assets only. To find out the productivity of investment on human beings in any organization human resource accounting emerged as a supporting tool. The Human Resource Accounting is a scatting tool that generates and reports quantitative control information about the contribution of human resource for promontory industrial productivity.

There are two major reasons why Human Resources Accounting has been receiving so much attention in the recent years. First, there is genuine need for reliable and complete management of human resources.

Secondly, a traditional framework of Accounting is in the process to include a much broader set of measurement than was possible in the past. The people are

the most important assets of an organization and yet the value of this asset does not appear in financial statements. This information does not get included in management information systems. Conventional accounting of human resources outlay consists of taking note of all expenses of Human capital formation which does not seem either to be correct or meeting the actual needs.

In simple terms, Human Resource Accounting means accounting for people as

the organizational resource. The American Accounting Association (AAA)

Committee on HRA defined human resource accounting as following: HRA is

the process of identifying and measuring data about human resources and communicating this information to interested parties.

Stephen Knauf defined HRA as : The measurement and quantification of human

organizational inputs, such as recruiting, training, experience, and commitment. Eric Flameouts explained human resource accounting as accounting for people

as organizational resources. It is the measurement of the cost and value of people for the organization. To quote Deirdre, “Human Resource Accounting in the measurement of cost and value, is a term used to describe a variety of proposals that seek to report and emphasis the importance of Human resources knowledgeable, trained and loyal employees in a company’s earning proceeds and total assets.”

In the words of R.L. Woodruff Jr. vice President, R.G. Barry corporation the company which undertake pioneering work (1960s) in developing human resources accounting “HR Accounting is an attempt to identify and report

investment mode in resources of the organization that are not presently accounted for under conventional accounting practice.” Basically it is an

information system that informs the management about the changes that are occurring to the human resources of the business.

One may not find unanimity on what human resource accounting is from the aforesaid definitions . But the importance of information is evident. Human resource accounting system requires and produces a pool of information for effective decision-making concerning the human assets. It is an information system that tells management what changes over time are occurring to the human resources of the business.