...Advancement Expenditures and FTEs: These correspond to the rows in Question I and Question II in Section 2b. The columns A‐F are covered in the next section. Question I: This question is about financial expenditures. (Staff FTEs are reported in Question II.) 1. Salaries In this row, include the cost of salaries, even if these are paid for centrally. Allocate salary costs by functions described below. So, the salary of a single employee may be spread over multiple functions. The salaries by function should correspond to the FTEs by function in Question II. Report the salary costs (exclusive of employment benefits, which go on row 2) of full-time, part-time, and Temporary exempt employees. EXCLUDE salaries of presidents and heads of academic units. Do NOT report all support staff under Advancement Management/Advancement Services. 2. Benefits Report the share of benefits paid by the institution for the salaries and wages reported on row 1. These benefits usually include social security; medical, disability, and life insurance; and retirement plan contributions. Professional staff benefits may also include car allowances, housing subsidies, memberships, and other perquisites. Report these even if they are paid for centrally. 3. Current Operations Expenditures (Exclusive of Salaries and Benefits) Expenditures to be included: • • • • • • postage and delivery services; telephone and personal communication devices (Blackberries,...
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...maximize their companies’ value. Therefore, it is a problem that how shareholders ensure that top executives want to maximize their wealth. This paper explores the principle for compensation, makes an attempt to design a new compensation package to the chief executive officer of Nike, Inc., and finally compare the different between the existing pay package and the new one. I. Introduction Nike, which originally named as Blue Ribbon Sports, is the largest manufacturer of the athletic footwear and apparel in the world, and one of the Fortune 500 companies. Figure1 shows that Nike is the leader of the global athletic footwear market, with around 31% market share in 2007. Creating by Bill Bowerman and Philip Knight in 1962, its early products are footwear, but now it has a wide range of product line. Today Nike is engaged in design, development and marketing of footwear, apparel and equipment, including shoes, sock, gloves, bags, and sports balls and so on. Many of its products are design for specific athletic such as football, basketball, running and even walking. According to figure2, Nike branded footwear contributes about 43.6% of Nike’s stock, while Nike branded apparel constitutes around 24.7%. It means that Nike branded footwear and apparel is the most important parts of its product line. Because the importance and popularity of sport, the sportswear market has a huge profit, a great prospect, and a fierce competition. Nike major competitors include Adidas, Puma, and...
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...Company Terrell K Burton COMM/215 May 17, 2010 Dr. Rose Safir Artemis Sportswear Company is a company located out of Cincinnati, Ohio that distributes ever type of sportswear from head bands to athletic shoes. The company competes against companies other name sportswear companies who are much larger and they have significant production facilities overseas in which labor costs are less expensive has had an increase in profits, however there are still ways that they are looking to cut cost but still improve profit lines. In today’s competitive business reality, this company faces some difficult decisions regarding expenses. Artemis Sportswear Company has been around for seven years but for the first time in a market with increase competition, tight budget and regulation changes the company is looking at profit lose if something is not done. By company past sales history and looking at previous, current and projected business plans and budget one can conclude what is taking place. This is why Artemis sportswear is in the process of figuring ways to cut back on some of their expenses and still increase the profit growth. The company has now realized were the majority of its money is being used in its day to day functions also known as “operational cost”. Salaries paid to employees, money spent on developing the company, and research activities are just a few knowing this the company can now allocate these excess funds to other areas of the company that will be more...
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...and regulations for reform tend to support those who believe it is unfair. We have evaluated the current standards of CEO compensation and examined why both sides think they should prevail. There are some advantages that strongly support CEO’s huge salaries, including the following: * Provides incentives and motivates the CEO to obtain or surpass corporate objectives * Retains key-value leaders for the long-term, resulting in consistent corporate success * Creates a strong CEO confidence for him/her to reinvest in the corporation (bonds) Our overall research indicates that CEO compensation does not reflect actual performance in most cases. Many CEO’s are grossly over compensated (including stock options, bonuses, hedge funds, and other benefits). The “Golden Parachute” guarantee adds insult to injury. Based on our research, conducted from the UNLV Library periodicals database and online sources, we recommend the following: * Require corporations to adhere to sections 951, 953, 955 and 956 of the Dodd-Frank Bill * Maintain a collective (“Esprit de corps”) work force environment for all employees * Consult third party professional payroll agencies that evaluate and determine appropriate salaries The goal of our research is to reveal the best solutions to optimize corporate payroll risk management that will promote steady growth for corporations, their leaders and work force. Sincerely, Ray Mirkosky Report...
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...of $53 billion which is a 17% loss in the last fiscal year. As JVA HR Director, my team of consultants has reviewed the cost of all additional compensation programs that is offered by the company that exceeds the current base salaries for all employees. These current packages in question includes commission, bonus, profit sharing and travel rewards to determine which amenities that need to be restructured or eliminate in order to cut cost of spending. As the HR director, I propose to make any necessary changes to the guidelines for the performance management within JVA Corp. I will first review the mission and goals for JVA Corp and how it applies to the requirements to each employee. I will also determine rather the compensation packages are also necessary, evaluate commission packages, expenses covered, perks, and the necessity of onsite amenities that are currently covered. Based on the current calculation of 150,000 employees within the United States, JVA Corp is currently spending 8% of its revenue for additional compensations or (perks). This current calculation is not counting our international locations. Within the 150,000 employees, approximately 35% are eligible for all of those additional perks, while the rest are offered base salary, with no option for additional compensation. These additional compensations accounts for billions of...
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...higher wages than those that save our lives and teach us such as medical doctors and teachers. Professional athletes do not offer society an essential function that improves or enhances our world in comparison to other professionals. It is my claim that professional baseball players are paid more than they are worth. Economics is the key to understanding why these athletes earn such tremendous salaries; still, it fails to explain why they actually do deserve it. Giving athlete’s high wages doesn’t only distort them, but also bring downfall to clubs and the country’s economy. The growth and the development of a sport may be reflected from the wages of the athletes and that is all it does. In conclusion, Team owners pay more to keep athletes on the team to be on a winning streak, but whether the drive to win is justifiable remains in doubt. The economic system involving sports, corporate America, and the media is an interdependent one. Athletes make huge sums of money paid to them by owners who make even larger sums of money. Agents, free agency, and other phenomena keep athlete salaries rising. So, too, does increased ticket sales to games, increased TV viewership, enormous media contracts, TV advertising, and corporate sponsorship and endorsement deals. The economic rewards in the sports industry are so enormous that corporate America, the media, and sports franchises are driven to earn a larger slice of the profit pie. Mergers and acquisitions, alliances, cross-promotion, enormous...
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...Do you find the widening difference between the salaries of corporate executives and regular workers to be just or unjust? This continuing widening is unjust because more money is going towards the CEOs who may or may not deserve it. Let's go more into the present and look at how many immigrant workers have came to the US since the 80s. Low skilled workers are so much easier to find and pay less than the "average American worker" (as shown by skew income data). I feel this way because "CEO pay has no correlation with either performance or market capitalization" (Obermatt). The gap continues to increase although education or performance does not play part in the growing wages which makes absolutely no sense to me but I'm not the one appointed to put them in the top 25% of the salary range. In 1980, a CEO made 35 times as much as a worker. This increased by 185 times in 2009, although the company may not have been this hugely successful. Our corporations today can easily lay off workers and cut back salaries because workers in china would accept half as much pay as a worker here, for example, the effect being the lack of jobs and more money aimed towards CEOs. The gap should not be getting bigger this rapidly because there isn't as much money to fund the CEOs salaries, but there still is this "excess pay"(Obermatt). Just because there have been income gains in lower areas doesn't mean the gap should continue to grow between these areas and CEOs. Findings show consumption inequality...
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...TDS RATES & LIMITS CHART (A.Y. 2013-14) S.N. | Section Of Act | Nature of Payment in brief | Cut Off Amount | Rate % | | | | 01.04.12 | 01.07.12 | HUF/IND | Others | 1 | 192 | Salaries | Salary income must be more then exemption limit after deductions. | Average Rate | 2 | 193 | Interest on debentures | 2,500 | 5,000 | 10 | 10 | 3 | 194 | Deemed dividend | - | - | 10 | 10 | 4 | 194A | Interest other than Int. on securities (by Bank) | 10,000 | 10,000 | 10 | 10 | 4A | 194A | Interest other than Int. on securities (By others) | 5,000 | 5,000 | 10 | 10 | 5 | 194B | Lottery / Cross Word Puzzle | 10,000 | 10,000 | 30 | 30 | 6 | 194BB | Winnings from Horse Race | 5,000 | 5,000 | 30 | 30 | 7 | 194C(1) | Contracts | 30,000 | 30,000 | 1 | 2 | 8 | 194C(2) | Sub-contracts/ Advertisements | 30,000 | 30,000 | 1 | 2 | 9 | 194D | Insurance Commission | 20,000 | 20,000 | 10 | 10 | 10 | 194EE | Payments out of deposits under NSS | 2,500 | 2,500 | 20 | - | 11 | 194F | Repurchase of units by MF/UTI | 1,000 | 1,000 | 20 | 20 | 12 | 194G | Commission on sale of lottery tickets | 1,000 | 1,000 | 10 | 10 | 13 | 194H | Commission or Brokerage | 5,000 | 5,000 | 10 | 10 | 14 | 194I | Rent (Land & building) | 1,80,000 | 1,80,000 | 10 | 10 | | | Rent (P & M , Equipment, furniture & fittings) | 1,80,000 | 1,80,000 | 2 | 2 | 15 | 194J | Professional/Technical charges/Royalty & Non-compete fees | 30,000 | 30,000 | 10 | 10 | 16 | 194J(1)(ba) ...
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...135 000 | | 600 | 600+600+100 | 134 300 | | 1,1,1,1 | | Depreciation expense | 3 800 | | 550 | | 4 350 | | ½,1 | 5500*.2*6/12 | Drawings | 18 000 | | 100 | | 18 100 | | ½,1 | 150*2/3 | Interest expense | 8 250 | | 1 500 | 3 750 | 6 000 | | ½,1,1 | 50000x.12 | Inventory (31/12/2010) | 38 800 | | | | 38 800 | | | | Land & buildings, at cost | 84 300 | | | | 84 300 | | | | 12% Loan from Loan Anonymous | | 50 000 | | | | 50 000 | | | Office equipment | 20 000 | | 5 500 | | 25 500 | | ½ | | Prepaid interest (01/01/2010) | 1 500 | | 3 750 | 1 500 | 3 750 | | ½,½ | | Rent revenue | | 15 400 | 1 700 | 7 900 | | 21600 | ½,1,1 | 900x12x2 | Salaries and wages expense | 23 950 | | 2016 | | 25 966 | | ½,1 | 201600*.01 | Sales | | 202 500 | 900 | | | 201 600 | ½ | | Trade Payables | | 40 400 | | | | 40 400 | | | Trade Receivables | 52 600 | | | 900+400 | 51 300 | | ½,½ | | | 424 700 | 424 700 | | | | | | | Donation Expense | | | 600 | |...
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...CEO Compensation Thoughts on the current state of executive compensation practices in the US: Current state of Executive compensation within the US differs from different compensation practices within the forms it takes, laws and regulation it's subject to, its dramatic rise over the past 3 decades and wide go criticism leveled against it. Within the past 3 decades in America government compensation or pay has up dramatically on the far side what is often explained by changes in firm size, performance, and trade classification. It’s the very best within the world in each absolute term and relative to median earnings within the America. It has been criticized not solely as excessive, however conjointly for "rewarding failure" as well as large drops available value. Observers dissent on what proportion of the increase in and nature of this compensation may be a natural result of competition for scarce business talent benefiting investor price, and the way abundant is that the work of manipulation and self-dealing by management unrelated to produce, demand, or reward for performance. While our government compensation attorneys perceive the elaborate, technical aspects of government compensation legal problems and governing laws, they tend to conjointly perceive market practices and trends. They tend to facilitate our purchasers establish and perceive the key legal risks in a very industrial context so they will build familiar business selections. They tend to closely monitor key...
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...which employee performance is retrieved and criticism and/or remedial action plans are put into place in order to help make the employees work more effectively. (Youssef, 2012) There are many effective appraisal processes that help to evaluate and motivate a company’s most valuable assets (employees), and when used consistently a company or organization flourishes while retaining their best talented and skilled assets. Although the main reason for performance appraisals is to evaluate work performance, it is also important because it represents the effectiveness and goals that the organization has set and want to achieve through their employees. Organizations use performance appraisal for many other purposes as well such as; managing salaries and wages, providing communication points of strength and weaknesses, to determine job placement decisions, and also to justify disciplinary actions such as termination of an employee due to poor continued work performance. (Youssef, 2012) Without performance appraisals the everyday job that one does starts to become stagnant and monotonous and the employee has no sense of accomplishment. They also lose interest in increasing effectiveness if no one seems to care whether you’re doing a good job or are in need of areas of improvement. Keeping employees motivated and rewarded with incentive is key to a low turnover rate along with establishing a core of loyal and productive employees. The motivational role of incentives is to attract candidates...
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...COMPENSATION AND OTHER EMPLOYEE RETENTION STATEGIES Abstract There are three human elements that are important to any organizations success - good leadership at the top, effective management at all levels, and personnel who possess the knowledge and skills to get the job done. Retaining effective employees is a challenge, and replacing employees who leave an organization is extremely expensive. Roger E. Herman’s book Keeping Good People – Strategies for Solving the Dilemma of the Decade discusses five strategies that an organization can implement, and which will aid in retaining top talent. This paper discusses those five strategies. Compensation strategies are those which ensure top talent can be recruited, and retained due to competitive compensation from an organization. Environmental strategies involve efforts that address 1) ethics and values, 2) organizational policies that interpret values and translate them into action, and 3) the physical environment that a company’s employees occupy. Relationship strategies are the actions of how an organization treats its people, as well as how they treat each other. Support strategies are those that equip employees with the resources that they require to complete the job. People growing strategies are actions that organizations can practice that contribute to the professional and personal development of their employees. For most organizations to be successful there are three human elements which are crucial...
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...DeVry University HRM-430 Week 3 Assignment Compensation embodies both the intrinsic and extrinsic rewards employees obtain for accomplishing their jobs. Collectively, both intrinsic and extrinsic compensation refer to a company’s total compensation system. Innate compensation replicates employees’ psychological mind-sets that stem from accomplishing their duties. Extrinsic compensation consists of both financial and nonfinancial benefits. Organizational development professionals promote intrinsic compensation through effective job design. (Martocchio 4) Compensation is based on the following: • market study regarding the value of comparable jobs in the marketplace, • employee contributions and achievements, • the accessibility of employees using comparable skills in the marketplace, • the need of the employer to appeal and retain a certain employee for the value they are recognized to add to the employment relationship, and • the profitability of the company or the funds available in a non-profit or public sector setting, and thus, the ability of an employer to pay market-rate compensation. “Compensation moreover comprises payments such as bonuses, profit sharing, overtime pay, recognition rewards and checks, and sales commission. Compensation can also consist of non-monetary perks such as a company-paid car, stock options in certain instances, company-paid housing, and other non-monetary, but taxable, income items.” (Heathfield) Overview of Compensation Philosophy ...
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...Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-1995 Employee Compensation: Theory, Practice, and Evidence Barry A. Gerhart Cornell University Harvey B. Minkoff TRW Corporation Ray N. Olsen TRW Corporation Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. Employee Compensation: Theory, Practice, and Evidence Abstract [Excerpt] As organizations continue to face mounting competitive pressures, they seek to do more with less and do it with better quality. As goals for sales volume, profits, innovation, and quality are raised, employment growth is often tightly controlled and in many cases, substantial cuts in employment have been made. To accomplish more with fewer employees calls for effective management of human resources. Typically, the employee compensation system, the focus of this chapter, plays a major role in efforts to manage human resources better. Keywords employee, compensation, organization, profit, human, resource, manage, pay, market Disciplines Human Resources...
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...CS121-PROGRAMMING I-FINAL PROJECT Sequential Control Structures Problem 1. Compute the weekly salary, both gross and net for an employee who works hrs hours a week with an hourly rate of rate pesos (assume no overtime). Deductions are sss percent for social security system and 5% for health insurance. Output gross, sss deduction, health insurance deduction, total deductions, and net weekly salary. 2. Find the total cost of four tires if the price list of each is price pesos, VAT is not included which is 10% per tire. Output the total amount of value added tax and the cost of four tires before and after the imposed tax. 3. Determine the yearly income and savings of a person whose weekly income and average monthly expenses are entered. 4. A baseball player is to be paid P pesos for the first year of a 3-year contract. Find the total peso value of the contract over 3 years if the contract calls for an increase of /percent during the second year an J percent of the third year. 5. Workers at a particular company have won an 8.50% pay increase. Moreover, the increase is retroactive for six months. Write a program and flowchart that takes an employee’s previous annual salary as input and then outputs the amount of retroactive pay due the employee, the new annual salary an the new monthly salary. 6. For any 3 numbers, A,B,C. Determine the sums A+B,A+C, and B+C and find the average of these sums. 7. A businesswoman will be unable to pay his loan of P pesos...
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