Journal of Human Resource Costing & Accounting

Intellectual capital disclosures in Japanese IPO prospectuses : Table of Contents

Gunnar Rimmel, Christian Nielsen, Tadanori Yosano — Sat Nov 14 08:00:19 GMT 2009

Abstract:
Purpose – The purpose of this paper is to give an indication of the quantity of intellectual capital information in Japanese initial public offering (IPO) prospectuses from all stock exchange listings on the Japan Stock Exchange from 2003. Design/methodology/approach – The paper applied a disclosure index consisting of 78 items to quantify the amount of information regarding intellectual capital included in the IPO prospectuses of Japanese companies. An analysis of variance (ANOVA) was used to test, controlling for technological type of the company (high-tech/low-tech), and whether the extent of managerial ownership prior to the IPO, company age and company size influenced disclosure. Findings – From the analyses conclusions are derived for four hypotheses. The hypotheses “industry differences” (H1), “managerial ownership” (H2) and “company size” (H3) were found not to be significant factors explaining voluntary disclosure of information. The fourth factor, “company age” (H4), did, however, have a significant influence on the extent of disclosure for Japanese companies. Further testing of the Japanese companies regarding age showed a continuing trend. Originality/value – Although Japan has been strongly associated with the concept of the knowledge society, Japanese studies regarding intellectual capital have been very scarce. No studies, to the best of one's knowledge, have examined the specific disclosure of intellectual capital information included in Japanese IPO prospectuses.

Training programs and performance measurement: Evidence from healthcare organisations : Table of Contents

Antonella Cifalino, Stefano Baraldi — Sat Nov 14 08:00:19 GMT 2009

Abstract:
Purpose – This paper aims to present an exploratory study of the evaluation of training programs, based on a theoretical framework reviewing both the training literature and the strategic performance measurement (SPM) literature. The purpose of the paper is to analyse whether the operational approach (suggested by the training literature) and the strategic approach (suggested by the SPM literature) are actionable and feasible to measure the performance of training programs, and which relationships occur between these approaches. Design/methodology/approach – The methodology supporting the paper is largely oriented to action research. The research project took about 12 months, working with five Italian healthcare organisations in order to develop an actionable system for measuring the performance of selected training programs. Findings – The results suggest that the operational and the strategic approaches are actionable and feasible to measure the performance of selected training programs; that these approaches are complementary, and not alternative; and that their contextual use is mutually beneficial, because it allows alignment of the evaluation of training programs towards organisational priorities. Research limitations/implications – The limitations of the paper concern its explorative nature. The paper does not expand its focus from the training programs to the training function, and from the training literature to the strategic human resource literature. Research on these topics may contribute to further analysing the links between training evaluation and SPM systems. Practical implications – The paper shows the feasibility of a systematic evaluation of selected training programs at an organisational level of analysis, aiming at increasing organisational effectiveness. Originality/value – The paper suggests the relevance of evaluating training programs according to an SPM framework based on the Balanced Scorecard.

The prospects for satisfactorily measuring and reporting intangibles: Time to embrace a new model of (ac)counting? : Table of Contents

Robin Roslender — Sat Nov 14 08:00:19 GMT 2009

Abstract:
Purpose – This paper aims to provide an overview of the development of approaches to measuring and reporting on intangibles since the mid-1990s, and to identify intellectual capital self-accounts as a possible means of continuing this process in a beneficial way. Design/methodology/approach – Principally a literature review, the paper provides the opportunity to extend earlier, initial thoughts on the promise of intellectual capital self-accounts. Findings – Given the importance of primary intellectual capital (“people”) in the creation of intangibles (secondary intellectual capital), the paper draws attention to the limited role hitherto ascribed to people in reporting on intangibles in particular. Originality/value – The value of the paper lies principally in the identification of possible content for self-accounts in the context of brands and health and wellbeing as important intangibles.

The influence of business strategy on the decision to outsource human resource activities: A study of Malaysian manufacturing organisations : Table of Contents

Hasliza Abdul-Halim, Norbani Che-Ha, Alan Geare — Sat Nov 14 08:00:19 GMT 2009

Abstract:
Purpose – This paper seeks to examine whether the decision to outsource human resource (HR) activities and the performance of the HR department are influenced by the particular business strategy espoused by the organisation. Four distinct strategies are considered: quality-based, proactive, breadth, and reactive. Design/methodology/approach – The data for the study were obtained from survey responses from 232 organisations, of which 113 were engaged in HR outsourcing. Findings – The findings suggest that there is a significant relationship between organisations with proactive strategies and the decision to outsource both traditional and transactional HR functions. Breadth strategies demonstrate a negative significant relationship with outsourcing of traditional functions. Outsourcing of both functions has a significant relationship with HR performance – traditional with a positive impact and transactional with a negative impact. Research limitations/implications – The paper focuses on the perceptions, knowledge and experience of senior HR managers. Therefore there are understandable limitations in respect of generalisation. In addition, the impact of HR outsourcing on the performance of the HR department focuses only on the reduction of the number of HR employees from the department. Practical implications – The results indicate that HR outsourcing has the potential to empower HR managers, allowing them to focus on strategic activities that add more value to their organisation. Also, the results show that HR reduces actual HR labour costs. Originality/value – The study applies to a very under-researched area.