...received by Rosemary as a reward of customer royalty is not taxable. This is because of the following explanation; 1. Introduction Australian Taxation Office widened the scope of collection of taxes in fringe benefits whereby flyer points are also taxed in the fringe benefits tax, Australian Taxation Office added to the 1999 Taxation Ruling that deals with fringe benefits tax in regard to reward gotten under “flyer points”including other identical customer loyalty programs. The ruling ordered that all flight rewards gotten under the loyalty rewards are in general not taxable. 2. Exception This rule has exception circumstances where the flyer reward may be taxed, they include; Flight-royalty reward can be subject fringe benefit tax where the individual in personal contract happens to be an employer who is providing the “flyer points” given to worker who happens to be a family member in regards to the employment. This means, Fringe Benefit Tax will only affect where the employee and the employer are family related and that flight reward payments are given in relations with employment.For instance in the Payne’s case 1999 the Federal Court observed that the flight rewards gotten in consumer loyalty promotions are not income meaning that they are not subject to Fringe Benefit Tax. The reason was that the rewards in this case were given because of a personal agreement betweena taxpayer and a company that provided consumer loyalty reward to its customer. Another exception to this...
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...AUSTRALIAN TAX LAW Contents ANSWER-01(A) 1 CASE STUDY 2 Facts 2 Option: (b) 2 Option: (c) 3 ANSWER-01 (B) 3 CASE STUDY 4 ANSWER-02 (A) 6 CASE STUDY 6 ANSWER-02(B) 7 CASE STUDY 8 REFERENCE LIST 10 ANSWER-01(A) Fringe Benefit Tax Assessment Act, 1986 (FBTAA, 1986), states that entertainment is not allowed as a tax that can be a deductible expense, as given under section 955-1 of the Income Tax Assessment Act, 1997 (ITAA, 1997). This is however only, unless till the time a Fringe benefit Tax (FBT) @ 46.5% has been paid upon the same. One also has to keep in the considerations important factors such as: * GST to be levied at 10% of the fringe benefit amount. Section 136 of FBTA also states that if there is a benefit which is provided to the employee or to the third party who is related to the third party who may be the spouse, and such a benefit has been provided in a manner which is either full or in part, as a work benefit and a liability that arises for the payment of FBT then Goods and Services Tax may also be applied on the same and the tax payer denied of the GST credits, it may also apply the lower gross-up rate for FT. There are many Companies which may organize entertainment functions for the people employed under them and the third parties with respect to these employees in the form of either gifts or parties. The party maybe on the site or offsite and include food and drink with recreations like banks and gifts may also form a part...
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...MEDFORD UNIVERSITY CASE STUDY ANALYSIS #3 Leilani P. Sharp Potomac College Abstract Medford University is a research university with about 10,000 students. It has a good liberal arts undergraduate program, a top-rated medical school, and a fine law school. It employs about 12,000 people. A majority of these employees work at the university hospital. Lately, the university has faced significant financial pressures. The hospital is under pressure to reduce costs because of changing health care regulation and insurance coverage. INTRODUCTION 1. President Kobayashi appointed a task force to consider the issue of fringe benefits. She could have asked the university’s human resources department to design a plan. The appointed task force to reduce expenditures and design a new package for the fringe benefit package offered to faculty and staff of Medford University. At the same time, President Kobayashi wants to maintain the quality of the faculty and staff abroad. This task force would consist of different members of the faculty and staff in hoping that each member would have specific knowledge to help or to contribute in the decision making process. As far as the human resources department in creating a new fringe benefit package for the faculty and staff, this may have caused some questions and raised eyebrows from employees in thinking that the package is geared toward the upper class members, the rich and the possibility to show more...
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...areas) in terms of the characteristics of residents and existing retailers C) select the general isolated business district or planned shopping-center location D) analyze alternate sites contained in the specified retail location type 3) A trading area can best be defined as ________. A) those competitive stores that interchange customers B) stores that are located in the same shopping center or district C) a geographic area containing customers of a particular firm or group of firms for specific goods and services D) a designation of a retail area by the U.S. Census Bureau 4) A major benefit of a trading-area analysis is that it allows a retailer to determine ________. A) the demographic and socioeconomic characteristics of consumers B) a store's image C) the psychographics of shoppers versus nonshoppers D) the response of shoppers to promotional pricing 5) A major benefit of a thorough trading-area analysis is that it allows a retailer to ________. A) increase sales at branch stores with high trading-area overlap B) better match its target market profile with a medium's circulation C) increase the degree of trading overlap among branch units D) better understanding of an area's lifestyles 6) The determination of trading-area...
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...Economics Case Studies Institutional Affiliation Managerial Economics Case Studies #1. Three aspects of organizational architecture The three vital components of organizational architecture are: a) assignment of decision rights; b) methods of rewarding individuals; and c) structure of systems to evaluate the performance of both individuals and business units. First, assignment of decision rights involves giving the responsibility of decision-making to top-level executives. It is imperative that an organization is able to delegate the duty of making a decision to a manager who has relevant information and knowledge on the internal and external factors that affects the operations and goals of the organization. The architecture of an organization and its environment will determine who will be the decision-maker for the company. In some organizations, the top-level executive may have them most relevant information and thus, a centralized decision-making process can be adopted. There are instances when the lower-level employees may have the most relevant information, thus, decision-making rights become decentralized. Second, methods of rewarding individuals determine how the organization will provide incentives to its employees. Organizational goals and employee’s productivity play great roles in determining a scheme of remuneration. Some organizations repay their employees through financial rewards such as the monthly wage, and cost of living allowance, and other benefits. Also, some...
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...University of Reading, Reading, UK Alf Crossman School of Management, University of Surrey, Guildford, Surrey, UK, and Parkpoom Chinmeteepituck Novotel Lotus Hotel, Bangkok, Thailand Keywords Job satisfaction, Age groups, Hotels, Thailand Abstract Earlier studies suggest age is positively associated with job satisfaction, while others use length of service, or tenure, as a predictor of job satisfaction levels. This article examines whether age and tenure are individual determinants of satisfaction, or whether there is an interaction between the two. The results indicate that employee age is not significantly associated with overall job satisfaction level, but that tenure is. There is also significant relationship between tenure and facets of satisfaction (job, pay and fringe benefits), but the effect of tenure on satisfaction is significantly modified by age. The search for an understanding of the causes of job satisfaction or dissatisfaction is an ongoing area of interest for social scientists and managers; the premise being that satisfied workers will be more productive and remain with the organization longer, whereas dissatisfied workers will be less productive and more inclined to quit. Early studies (Myers, 1934; Maslow, 1954; Herzberg et al., 1959) concentrated on the importance of intrinsic and extrinsic motivation and rewards towards satisfaction, but few paid adequate attention to the impact of demographic and occupational variables. More recent...
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...Instructor: Saint Leo University Distance Learning December 1, 2013 Analyzing Managerial Decisions: Medford University Ronald J. Sanders Saint Leo University MBA540 Analyzing Managerial Decisions: Medford University 1. Rather than approaching Medford University Human Resource department to propose a plan, President Kobayashi designated a task force to mull over the matter of fringe benefits. President Kobayashi designated a task force to reduce expenditures and develop a new fringe benefit package that was for the employees of the University. But while the analysis takes place, President Kobayashi does not want to disturb the value of the faculty or the staff. The president has designated a top administrator, to head the task force. He also appointed other various members to be a part of the task force, including the vice provost, who would function as the secretary of the task force.. These members are presumed to have specific knowledge that would help in the process of making the decision. If the president had asked the human resource department to put together a new benefits package, there may have been cause or concerns about who the package being created for upper class, the wealthy, and even show favoritism toward certain colleagues and staff members. 2) The president should supply the task force with a copy of the university’s financial report. The president should not expect that every member of the task force would seek to reduce the expenses of the university...
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...Employee's rewards ukessays.com /dissertations/management/employees-rewards.php CHAPTER 1 INTRODUCTION 1.0 Overview In any organization, employee's rewards usually given to attract, motivate and retain the employees to stay longer and contribute a good quality services to ensure the successful of the organization; in other words, rewards play an important role in creating, building and maintaining the commitment among employees with the purpose to ensure high standard of performances and workforce stability. According to the individual - organizational exchange theme, individuals enter the organization with special qualification and skill, desire and goals, and expect in return a work setting where they can use their skill, satisfy their desire, and achieve their goals (Mottaz, 1988). At the minimum, employees expect their organization to provide fair pay, safe working condition, and fair treatment. (Beer, Spector, Lawrence, Mills, & Walton, 1984). It simply implies that employees offer or increase their commitment when organization meets employees' expectation regarding fulfillment of their important needs. Thus, the exchange perspective explains organizational commitment as a function of work rewards and work values (Lambert, 2000; Mottazz, 1988), and suggests the importance of work rewards for continuously encouraging employees. According to exchange theory and reciprocity norm, employees repay the rewards received from organization through increase commitment to the organization...
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...697-719 i j Routledge ^___^ S % _ _ ^ _ Taylor & Francis G K Compensation, esteem valence and job performance: an empirical assessment of Alderfer's ERG theory CA. Arnolds and Christo Boshoff Abstract Improving the job perfomiance of employees has been the focus of many motivation theories, especially the need theories. These theories have however been questioned because of a lack of research on the causal relationship between need satisfaction and job perfonnance. Research on the link between the need satisfaction-job performance relationship and individual personality differences among people has also been neglected. This study addresses these research gaps as far as the intervening influence of personality variables on the need satisfaction-job performance relationship is concemed. The present study investigates the influence of need satisfaction (as suggested by the Alderfer theory) on self-esteem (the personality trait) and the influence of self-esteem on perfonnance intention (the surrogate measure for job performance) of top managers and frontline employees. The empirical results show that esteem as a personality variable exerts a significant influence on the job performance of both top managers and frontline employees. These and other findings provide important guidelines for managers on how to address the motivational needs of top managers and frontline employees in order to improve their job performance. Keywords Job performance;...
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...Graduate Studies MA in Business Administration HUMAN RESOURCE MANAGEMENT MBA - 511 The effect of benefits package on employees’ performance at Ethio Telecom Bole Branch April 2016 Table of contents Page 1. Introduction 3 1.1 Background of the study 3 1.2 Objective of the Study 3 1.3 Background of Ethio Telecom 3 1.4 Methodology 5 2. Literature review 5 2.1 Compensation (Employee benefits) 5 2.2 Direct compensation 6 2.3 Reward and Incentives 6 2.4 Indirect/Fringe benefits 7 2.5 Employee benefits and performance 7 3. Data analysis and presentation 8 3.1 Introduction 8 3.2 Benefits package at Ethio Telecom 8 3.3 Demographic/Biodata analysis 8 3.3.1 Gender of respondents 8 3.3.2 Age of respondents 9 3.3.3 Level of qualification of respondents 9 3.3.4 Experience of respondents 10 3.4 Descriptive analysis 10 3.4.1 Employees opinion towards their benefit 10 3.4.2 The effect of benefits on performance 11 3.4.3 Fair distribution of benefits throughout the structure 11 3.4.4 Benefits package of Ethio Telecom compared with other org. 11 3.4.5 Additional benefit required by employees 11 3.4.6 Which level of organization’s structure performance is highly Affected by benefit 12 3.4.7 Which type of benefit is mostly preferable 12 3.4.8 Importance of benefit package...
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...objectives; l analyse compensation issues and trends; l assess the characteristics of executive compensation and its determinants; l understand the principles and practices of compensation administration; and l identify the major components of wage structure in India. Structure 17.1 Introduction 17.2 Compensation Issues 17.3 Compensation Function 17.4 Compensation Policies and Objectives 17.5 Compensation Administration 17.6 Compensation Determinants 17.7 Compensation Survey 17.8 Compensation Structure 17.9 Job Evaluation System 17.10 Pay Equity 17.11 Executive Compensation 17.12 Compensation Trends 17.13 Wage Structure in India 17.14 Case Study 17.15 Summary 17.16 Self-Assessment Questions 17.17 Further Readings 17.1 22 INTRODUCTION One of the most difficult functions of human resource management is that of determining the rates of monetary compensation. It is not only complex, but significant both to the organisation and employees. Employee compensation decisions are crucial for the success of an organisation. From a cost perspective alone, effective management of employee compensation is critical because of the total operating costs. Another reason for studying compensation from the organisation’s perspective is to assess its impact on a wide range of employee attitudes and behaviours and, ultimately the effectiveness of the organisation and...
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...West Spring Secondary School 2011 4E EM Assignment 12: Matrices Name: ________________________ ( ) Class: __________ Date: _________ This worksheet covers the following: 1. Application of Matrices Application of Matrices to Word Problems 1. Three shops, Shop X, Shop Y and Shop Z buy four flavours of donuts from a donut factory. The cost of the four flavours of donuts and the quantity ordered by the three shops are shown below: |Donut Flavours |Chocolate |Strawberry |Mint |Vanilla | |Cost Per Dozen |$4.80 |$4.50 |$5.00 |$4.20 | | |Quantity in Dozens Bought Per Week | |Shops |Chocolate |Strawberry |Mint |Vanilla | |X |60 |40 |80 |50 | |Y |70 |50 |90 |60 | |Z |80 |30 |100 |50 | a) Write down, C, a [pic] matrix for the cost per dozen of the different flavoured donuts. b) Write down another matrix D, such that the matrix multiplication, CD, gives the amount each shop spends on purchasing the donuts in one week. c) Work out the matrix multiplication CD and state the amount spent per week on donuts by the three shops. 2. A body care company packs three different types of gift hampers, A, B and C. The table below gives the contents of each type of...
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...AXACT | Human Resource Management – TERM REPORT | GROUP MEMBERS:SHAHROZE NASIR SEHRISH MUSTAFAMUHAMMAD BHOJANI GHAYAS ANSARISAIF ULLAH KHALID AREEBA SIDDIQUI | 12/15/2014 12/15/2014 Table of Contents INTRODUCTION TO THE COMPANY 1 MISSION statement of Axact 1 INTRODUCTION OF THE IT INDUSTRY IN PAKISTAN 1 DESCRIPTION OF THE TOPIC 3 ANALYSIS: 3 RECRUITMENT PROCESS AND CRITERIA: 4 TRAINING AND DEVELOPMENT: 4 Direct Domain Strategy: 4 Indirect Domain Strategy: 5 RECOGNITION & MOTIVATION: 6 MONITORING EMPLOYEES: 7 RECRUITMENT PROCESS AND CRITERIA: 8 TRAINING AND DEVELOPMENT: 8 RECOGNITION & MOTIVATION: 9 MONITORING EMPLOYEES: 10 Bibliography 11 INTRODUCTION TO THE COMPANY Axact is currently the world’s leading IT company. It laid its foundation during the dot-com boom in 1997 and started from a single room office and experienced a drastic growth. Axact enabled a revolution in software products in Pakistan and today it has a global presence across 6 continents, 120 countries and 1,300 cities with more than 25,000 Employees and Associates working for Axact all around the globe. In Pakistan, Axact is ranked as the “top choice employer” and also has more than 2 billion users worldwide and a strong customer base of 40 million across the world. Mr. Shoaib Ahmed Shaikh is the Chairman and CEO and provides vision and direction to...
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...Introduction Benefits are incentives used to attract and retain quality employees. Benefits can range from short-term to boost production and employee moral to long-term to make employees want to stay and be loyal to the company. There are benefits that are required by law and those that common in most work places but surprisingly not required by labor laws but are used to attract and retain employees as well as keeping the organization competitive in the job market. There are different types of benefits ranging from fringe to ones only designated to special groups. We will explore these different types and who is entitled to them. Federally Mandated Benefits Almost all employers are legally required to provide certain benefits for employees. These include Medicare, Social Security, Workers Compensation and Federal and State Unemployment Insurance. Companies with 50 or more employees must also provide workers with unpaid family and medical leave benefit under the Family and Medical Leave act or FMLA. Worker Compensation The Office of Workers' Compensation Programs administers four major disability compensation programs which provide wage replacement benefits, medical treatment, vocational rehabilitation and other benefits to certain workers or their dependents who experience work-related injury or occupational disease. The of the divisions is the Division of Federal Employee's Compensation in which the Federal Employees' Compensation Act provides workers' compensation...
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...Job Motivation Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. Whatever your personal reasons for working, the bottom line, however, is that almost everyone works for money. This incentive, for most people is enough to motivate them. Money is all they need at the end of the day to see them through there working career. Some find it easy enough to be motivated just by receiving wages, for some money, as motivation is enough until boredom & stress sets in. For some people money just isn’t enough to motivate them in the workplace. In most circumstances it is impossible just to have one way of motivating staff, different people work in different ways. A business needs to adapt methods to suit both them and the employees. For those who enjoy there job motivation can often be easily gained, for those whom do not particularly like there current job motivation is a key factor of making them work. In a company there are many different ways to motivate staff, there is not one ideal method to do so. Different people act different to different things. A wide range of motivation methods is the best policy to adapt to make the workers in the company motivated and willing to work. In some circumstances the way of motivating doesn’t have to be large, even the small things such as praise is enough to motivate staff. At the end of the day the best way for an employee...
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