Employee compensation

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  • Chapter 2: The 2004 Proposed FAS 123 Requirements. The FASB concluded that the 2004 proposed FAS 123 would require a single method of accruing compensation cost for awards with a graded vesting schedule.

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  • CHAPTER 21 Rewarding Performance After completing this chapter, you should be able to answer the following questions: How are employee compensation and maximization of stockholder wealth related? What are the alternative means of rewarding performance?

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  • People must trust P&G before they provide their personal information P&G needs personal information to: -manage employee compensation and benefits -build a relationship with consumers -do consumer research -manage communications with employees, consumers and customers

    pdf9p quangman 21-10-2009 63 3   Download

  •   The  overall  organizational  structure  of  the  Port  Authority  is  heavily  concentrated  in  senior and middle management.  This structural characteristic in large part is driven by  the  long‐tenured nature  of  the  employee workforce  that has  been promoted  based  on  seniority  and  not  necessarily  merit.

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  • Best Electronics operates a retail electronics company. Examine the following items and prepare the current liability section of the company’s December 31, 20X8, balance sheet. The beginning of year accounts payable was $150,000. Purchases on trade accounts during the year were $975,000, and payments on account were $915,000.

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  • On October 1, 20X4, River Woods purchased land by giving $200,000 in cash and executing a $800,000 note payable to the former owner. The note bears interest at 8% per annum, with interest being payable annually on September 30 of each year. Rojas is also required to make a $200,000 payment toward the note’s principal on every September 30. a) Prepare the appropriate journal entry to record the land purchase on October 1, 20X4. b) Prepare the appropriate journal entry to record the year-end interest accrual on December 31, 20X4. c) Prepare...

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  • Prepare journal entries to record each of the following independent stock issue situations. a) Max Graphics Corporation issued 500,000 shares of $0.50 par value common stock. The issue price was $18 per share. b) Aztec Corporation issued 35,000 shares of no par common stock for $25 per share. c) Pyramid Play issued 60,000 shares of $50 par value preferred stock. The issue price was $76 per share. d) Paradise Land Management issued 15,000 shares of $1 par value common stock for land with a fair value of $250,000....

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  • It is hard to imagine a time when law was more important to managers. The rapid growth of unregulated subprime mortgages and financial derivatives fueled a real estate bubble from 2001 through 2006, during which time executive compensation in the financial services companies soared. When the bubble burst in 2007, many executives of these companies walked away unscathed, leaving employees, stockholders, and taxpayers holding the bag.

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  • In certain countries the Company also provides postretirement benefits other than pensions to various employees. The cost relating to such plans consists of the present value of the benefits attributed on equal basis to each year of service, and interest cost on the accumulated postretirement benefit obligation, which is a discounted amount. The transition obligation is being recognized through charges to earnings over a twenty-year period beginning in 1993 in the US and in 1995 for all other plans.

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  • As for other laws that regulate or affect businesses, in many countries it is all but impossible to chronicle them all in a single reference source. There are laws governing treatment of labour and generally relations with employees, safety and protection issues (Health and Safety), anti-discrimination laws (age, gender, disabilities, race, and in some jurisdictions, sexual orientation), minimum wage laws, union laws, workers compensation laws, and annual vacation or working hours time.

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  • From  2006  to  2010,  total  gross  compensation  at  the  Port Authority  grew  from  $629.3  million  to approximately $749.3, respectively.  Of  this amount, base salaries grew  from  $507.6  million  to  $581.1  million,  a  compounded  annual  growth  rate  of  only  2.7%.   However,  other  amounts  of  compensation,  (i.e.,  “add‐on”  compensation)  such  as  pay  associated with the vacation exchange program and certain longevity programs grew by  compounded annual growth rates of 10.6% and 5.

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  • Other additional compensation  is comprised of  retroactive payments, one‐time payments  (i.e.,  those made annually in a lump sum, such as grievance awards, attendance incentives, uniform  allowances  and  lump  sum merit  increases),  and miscellaneous  payments  such  as  short  term  disability payments.  The health  related benefit  costs per employee  (excluding  retirees) were $23,380  (for detail  see  Table  15).

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  • As for other laws that regulate or impact businesses, in many countries it is all but impossible to chronicle them all in a single reference source. There are laws governing treatment of labour and generally relations with employees, safety and protection issues (Health and Safety), anti-discrimination laws (age, gender, disabilities, race, and in some jurisdictions, sexual orientation), minimum wage laws, union laws, workers compensation laws, and annual vacation or working hours time.

    pdf102p khangoc23910 19-09-2012 18 2   Download

  • Despite the importance of the topic, however, there appears to be essentially no evidence on the link between option grants and firm riskiness. Guay (1997) finds, in 1988 data (which largely predates the option explosion) that firms appear to grant options more frequently in companies with growth opportunities, which is consistent with the explanation that firms may attempt to use options to increase risk-taking. Likewise, Tufano (1998) finds evidence in gold mines that managers with more options hedge gold price risk less. Using data from 1978 through 1982, DeFusco et al.

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  • This system generated mistrust and disrespect between the S&L examiners, who were federal employees, and the supervisory agents, who were employees of the privately owned regional Banks. Supervisory agents and PSAs were compensated at levels far above those of the FHLBB staff, and while examiners suspected the supervisors of being overpaid in- dustry friends, supervisory agents and PSAs viewed the Bank Board examiners as “low paid, heavy drinking specialists in trivial details.

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