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ANS) Human resource accounting involves the tracking of all costs related to employees in a
separate report. These costs include employee compensation, payroll taxes, benefits, training,
and recruiting. Such an accounting system can be used to determine where human resources
costs are especially heavy or light in an organization. This information can be used to redirect
employees toward those activities to which they can bring the most value. Conversely, the
report can be used to identify those areas in which employee costs are too high, which may lead
to a reduction in force or a reallocation of staff away from those areas.
A more comprehensive human resource accounting system goes beyond the simple tracking of
employee-related costs, and addresses the following two additional areas:
Employee valuation. Rather than looking at employees as costs, the system is redirected
toward viewing them as assets. This can involve the assignment of values to employees based
on their experience, education, innovativeness, leadership, and so forth. This can be a difficult
area in which to achieve a verifiable level of quantification, and so may have limited value from
a management perspective.
From an accounting perspective, the expense-based view of human resources is quite easy -
employee costs from the various departments are simply aggregated into a report. The employee
valuation approach is not a tenable concept for the accountant, since this is an internally-
generated intangible asset, and so cannot be recorded in the accounting system.
etc. Cost accounting, on the other hand, only revolves around cost
much broader and pervasive than cost accounting. So, we can say that