Teorías sobre las TIC en Educación

This approach has been suggested by Pekin Ogan (1976). This, as a matter of fact, is an extension of “net benefit approach” as suggested by Morse. According to this approach, the certainty with which the net benefits in future will accrue should also be taken into account, while determining the value of human resources. The approach requires determination of the following:

1. Net benefit from each employee as explained under „net benefit approach‟ above.

2. Certainty factor at which the benefits will be available.

3. The net benefits from all employees multiplied by their certainty factor will give certainty-equivalent net benefits. This will be the value of human resources of the organization.

Aggregate payment Approach

This approach has been suggested by Prof. S.K. Chakraborty (1976). As a matter of fact, he is the first Indian to suggest a model for valuation of human resources of an organization. According to his model, the human resources are to be valued as a group and not on individual basis.

Professor Chakraborty‟s model for valuation of human resources involves the following steps:

1. All the employees of an organization are divided in two groups, managerial and non-managerial.

2. The average tenure of the employment of the employees in the group is estimated on the basis of past experience.

3. The average salary of the group is determined on the basis of the salary/wage structure prevalent in the organization.

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4. The value of human resources is now determined by multiplying the average salary of the group with the average tenure of the employees in that group.

5. The value determined under „4‟ above, is discounted at the expected average after tax return on capital employed over the average tenure period, to ascertain the present value of the estimated future payment. Dr. chakraborty suggests that the adoption of such a long-term rate will avoid fluctuations in the value of “human asset” from year to year simply due to changing annual rates of return.

Professor Chakraborty has also suggested that the recruitment, hiring, selection, development and training cost of each employee should be recorded separately. This should be treated as deferred revenue expenditure and may be written off over the expected average stay of the employee in the organization. The deferred portion, not writer off, should be shown in the Balance Sheet of the organization. If there is pre-mature exit of an employee on account of death, retirement, etc., the balance of the deferred revenue expenditure attributable to that person should be written off against the income of the year of exit itself.

As regards disclosure of accounting information relating to human resource, Professor chakraborty has suggested that „human assets‟ should be shown under the heading “Investments in the Balance Sheet of an organization. He has not favored its inclusion under the heading fixed assets since it would cause problem of depreciation, capital gains and losses, in the event of their exit, Similarly, he has not favored their inclusion in current assets on the ground that this will not be in conformity with the general meaning of the term.

16 Total Cost Concept

This approach has been suggested by Prof. N. Dasgupta (1978). According to him the various approaches suggested in the previous pages take into account only those persons, who are employed and ignore those who are unemployed. In case the value of human resources of the nation is to be determined, it should be done in a manner that it brings in its purview both employed and unemployed persons. The system should be such that it fits in preparation of a balance sheet, showing the human resources not only of a firm but also of the whole nation.

According to Prof. Dasgupta; the total cost incurred by the individual, the state and the organization in bringing the individual up to that position in the organization (in case of a nation making him fit for

appropriate employment) should be taken as the value of a person on the day, he starts serving the organization or becomes fit for appropriate employment. It will include his education, training expenses which he and the state have incurred. The value should be further adjusted by the amount of intelligence (higher or lower which he has). the amount spent by the organization on recruitment , training, familiarizing and developing human beings employed in the organization should be considered separately. However, it should also be treated as a cost increasing the value of human beings. In case the number is large, the valuation can be done group-wise.

the value determined on the aforesaid manner should be adjusted at the end of each year by the organization on the basis of his age, seniority, status, performance, experience, leadership managerial capabilities, etc. The measurement can be done with the help of psychologists and other concerned experts. the revised value would be the value of the employee at the end of the year.

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Prof. Dasgupta‟s model seems to be sound theoretically. However, its practical application may be difficult since it will involve a number of abstract factors, which may not be capable of being expressed in monetary terms precisely and objectively.

RECORDING AND DISCLOSURE IN FINANCIAL