Thesis (M.Com. (Taxation))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Accountancy, 2014. / It is commonly understood that it is the people within the organisation that hugely affect the efficiency and work environment, which ultimately brings about greater profitability and value. With this in mind, corporate entities continue to ensure that they are attracting and retaining high performing individuals to their organisations with the view of generating greater value for shareholders. The question then arises as to how to attract key individuals to an organisation and keep those individuals. The use of share incentive plans is an established tool implemented by corporates which incentivises employees to remain at an organisation for an extended term while at the same time, attempts to align the interest of the employee with that of the shareholders. Share incentive plans provide one such solution of achieving both these objectives, but how practical is it to implement such an incentive plan in light of the constantly changing tax landscape. Against this commercial driver to attract and retain employees is the apparent mistrust by Treasury and SARS of the use of share plans to incentive employees which is considered by Treasury and SARS as a salary conversion plan with the objective of obtaining a tax advantage. This paper will consider the practical issues faced by corporates trying to implement share incentive schemes to secure the employee’s income earning structure for a prolonged period and aligning the interests of the employee with the shareholders, by considering the tax influencers behind share incentive plans which are being indirectly moulded by the tax legislation, drafted by National Treasury and implemented by SARS. This report will consider the taxation of income earned qua employee versus the income qua shareholder. In order to consider this the paper will attempt to determine where the line currently rests between employee and shareholder, by providing an outline of the current legislation around share plans and some of the commonly seen share schemes implemented in practice. This paper will then consider the direction that this line is moving, if at all, by considering the proposed changes to the legislation as drafted by Treasury and lastly consider how these proposed legislative changes impacts corporates who are trying to implement a long term share incentive plan.

UAB „Projektų gama“ - tai greitai auganti, konsultacines paslaugas teikianti organizacija, veikianti Lietuvos rinkoje. Šiuo metu įmonė vienija 33 pastovius darbuotojus. Įmonės struktūroje yra du skyriai: Investicinių projektų skyrius ir projektavimo skyrius. Per pastaruosius metus įmonės darbuotojų skaičiui ženkliai padidėjus, nesant personalo skyriui, įmonės viduje juntamas žemas darbuotojų lojalumas, bei nepasitenkinimas esama atlyginimų sistema. Šio darbo pagrindinis tikslas yra ištirti ryšį tarp darbuotojų nuostatų į esamą atlyginimų sistemą ir jų lojalumo. Todėl, pagrindiniam tikslui pasiekti buvo iškelti tokie uždaviniai: • Išanalizuoti esamą situaciją įmonėje apimančią įmonės vidinius ir išorinius veiksnius įtakojančius atlyginimų sistemą ir darbuotojų lojalumą; • Suformuluoti teorinį modelį, kuris atspindėtų atlyginimo sistemos ir darbuotojų lojalumo ryšį bei parengti tyrimo instrumentą; • Atlikti empirinį tyrimą siekiant išsiaiškinti darbuotojų nuostatas į atlyginimų sistemą įmonėje; • Parengti pasiūlymus siekiant padidinti darbuotojų lojalumą tobulinant atlyginimų sistemą. Pirmoje dalyje yra išanalizuoti UAB „Projektų gama“ įmonės dabartiniai personalo valdymo principai. Identifikuotos įmonės stipriosios ir silpnosios pusės. Situacijos analizėje atlikta konsultacinių paslaugų rinkos Lietuvoje analizė, kurios metu buvo išsiaiškintas rinkos dydis bei augimo tempai, identifikuotos pagrindinės konkurentų grupės, taip pat įvardinti esami ir būsimi sėkmės veiksniai... [toliau žr. visą tekstą] / JSC „Projektu gama“ is a quickly growing consulting company operating in the Lithuanian market. Currently the company is uniting 33 employees. The company has two departments – investment projects and projection. The number of employees has increased significantly in the past couple of years, yet the personnel department has not been formed. This led to low employee commitment and low satisfaction of current compensation system. The aim of this Final Bachelor’s thesis is to research the relation between the employee commitment and the satisfaction with the compensation system. Therefore the following goals were raised: • To analyze the present situation in company, covering the inside and outside factors, influencing the compensation system and employee commitment; • To form a theoretical model, which would show the relation between the compensation system and employee commitment, as well as to prepare the tool for research; • To perform an empirical research in order to find out the employees‘ view towards the compensation system; • To prepare solutions in order to increase employee commitment by improving the compensation system. The main principles of personnel management of JSC “Projektu gama” are analyzed in the first part of the paper including the strengths and weaknesses. The situation analysis covers the Lithuanian market research of consulting services. The empirical research was performed and described in part two. The aim of the research was to determine the... [to full text]

Thesis equivalent (M.P.H.)--University of Michigan, 1945.

Thesis (Ph. D.)--University of Michigan, 1997. / Includes bibliographical references.

Thesis equivalent (M.P.H.)--University of Michigan, 1945.

En organisation existerar för att individer ska samverka för att uppnå ett gemensamt mål. I tider med hög personalomsättning är det en utmaning för många organisationer att nå målkongruens och syftet med denna studie är att undersöka hur företag arbetar för att uppnå målkongruens i takt med ökad personalomsättning med hjälp av incitamentsprogram. För att besvara syftet har intervjuer utförts på två olika företag inom detaljhandeln med personer som arbetar aktivt med incitamentsprogram och en enkät har genomförts i ett av företagens varuhus. I den teoretiska referensramen beskrivs teorier gällande förhållandet mellan arbetsledning och arbetstagare, olika typer av incitamentsprogram och motivationsfaktorer. Det empiriska resultatet visar att incitamentsprogram används i de undersökta organisationerna för att nå målkongruens, minska personalomsättning och höja engagemanget hos de anställda. Det visade sig även att kombinationer av olika incitamentsprogram tillämpas för att nå olika typer av mål och att personlig utveckling är den främsta motivationsfaktor för de butiksanställda / An organization exists for individuals to work together and reach a common goal. In times of high personal turnover rate, it is a challenge for many organizations to achieve goal congruence and the purpose with this study is to examine how companies work to achieve goal congruence in line with increasing personal turnover rate with the aid of incentive plans. In the theoretical reference frame theories are described regarding the relationship between superior and subordinate, different types of incentive plans and motivational theories. To be able to answer the purpose of this essay, interviews have been conducted on two different companies in retail with individuals who works with incentive plans and a survey has been conducted in one of the companies© stores. The empirical result shows that the incentive plans are used in the researched organizations to achieve goal congruence, increase employee retention and improve the commitment with the employees. The results showed that incentive plans apply to reach different types of goals and that personal development was the primary motivational factor.

The effective management of individual/team performance is a crucial requirement to ensure that organisational goals are attained. This requires accurate data regarding the performance levels of individuals/teams. Therefore there is a need for a standardised and formal performance management system. An effective performance management system is the centre of an integrated HR system that feeds into a variety of processes and systems such as career planning, rewards, training and development, promotions, and disciplinary decisions. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. The focus of this study is on appraising the performance management practices in the offices of the Department of Labour in three provinces: Gauteng, Limpopo and Mpumalanga. The results indicate problems with the practices in areas such as alignment, fairness, measuring commitment, systems integrity, and the performance management culture. Recommendations were made to address these issues and improve the effectiveness of the system / Human Resource Management / M. Tech. (Human Resource Development)

The effective management of individual/team performance is a crucial requirement to ensure that organisational goals are attained. This requires accurate data regarding the performance levels of individuals/teams. Therefore there is a need for a standardised and formal performance management system. An effective performance management system is the centre of an integrated HR system that feeds into a variety of processes and systems such as career planning, rewards, training and development, promotions, and disciplinary decisions. Despite the importance of performance management, most organisations find it difficult to implement, manage and sustain performance management systems and processes effectively. The focus of this study is on appraising the performance management practices in the offices of the Department of Labour in three provinces: Gauteng, Limpopo and Mpumalanga. The results indicate problems with the practices in areas such as alignment, fairness, measuring commitment, systems integrity, and the performance management culture. Recommendations were made to address these issues and improve the effectiveness of the system / Human Resource Management / M. Tech. (Human Resource Development)

Made available in DSpace on 2016-04-25T18:40:44Z (GMT). No. of bitstreams: 1 Carl Douglas De Gennaro Oliveira.pdf: 1342470 bytes, checksum: 9868002de42872f20913eb856aa2b173 (MD5) Previous issue date: 2010-05-24 / The process of Brazil s compliance with the International Financial Reporting Standard (IFRS) took a big step forward, definitively getting on the agenda of regulatory agencies, companies and auditing firms, when Federal Law 11.638 was signed in December 2007, altering the accounting chapter of Brazilian Corporate Law, 6.404/76. This study contributes to Brazil s process of compliance with the IFRS, specifically regarding the applicability of IFRS 2 Share-based Payment, or its Brazilian corollary CPC 10 Pagamento Baseado em Ações, and the impact on accounting and on the disclosure of a long-term compensation program for executives, characterized as phantom stock options. IFRS 2 was published in February 2002 and was required internationally from January 2005, as an outcome of the growing use of commercial transaction payments based on shares, and also the IOSCO´s report that pointed out the lack of an accounting standard dealing with this kind of transaction. The study found that IFRS 2 or CPC 10 can be appropriately applied to guide the accounting treatment given to a phantom stock option program, and was a more informative accounting practice than that which had been used in Brazil, before 2008. The study also found a wide-spread need of financial knowledge regarding the valuation of stock options, such as the Black-Scholes-Merton model, as well as statistical methods for appropriately account and disclose the fair value of share-based incentive plans. Furthermore, in order to understand more fully the economic event which is being accounted, it is highly important to understand its essence. In the case of long-term share-based incentives for executives, the essence of their existence can be found in agency theory / O processo de convergência do Brasil às Normas Internacionais de Contabilidade (IFRSs) deu um grande salto e entrou definitivamente na agenda dos órgãos reguladores, empresas e auditorias, com a sanção da lei federal 11.638 em dezembro de 2007, que alterou o capítulo contábil da Lei das Sociedades Anônimas, 6.404/76. Este estudo contribui para o processo de convergência brasileiro às IFRSs, especificamente quanto à aplicabilidade do IFRS 2 Share Based Payment, ou sua correlação brasileira CPC 10 Pagamento Baseado em Ações, e dos impactos contábeis e de divulgação decorrentes de um programa de compensação de longo prazo a executivos, com as características de phantom stock options, ou opções fantasmas. O IFRS 2 foi publicado em fevereiro de 2002 e requerido internacionalmente a partir de janeiro de 2005, como uma decorrência do crescente uso de pagamento das transações comerciais com base em ações e também do relatório da IOSCO, que identificou como falha a lacuna de norma contábil que tratasse deste tipo de transação. O estudo identificou que o IFRS 2 ou CPC 10 aplica-se adequadamente para orientar o tratamento contábil de um programa de phantom stock option e representou uma prática contábil mais informativa que aquela até então adotada no Brasil, antes do ano de 2008. O estudo também identificou a grande necessidade de conhecimento de finanças relacionado à avaliação de opções, tal como o modelo Black-Scholes-Merton, bem como de métodos estatísticos, para uma apropriada contabilização e divulgação do valor justo dos planos de incentivo baseados em ações. Além disso, para que se entenda com profundidade o evento econômico que se contabiliza, é de suma importância a compreensão de sua essência. No caso de incentivos de longo prazo para executivos, baseados em ações, a essência de sua existência pode ser encontrada na Teoria de Agência