The Paradigm Shift from Financial Reporting to Integrated Reporting
Kazunori Ito,
Masaki Iijima
Issue:
Volume 6, Issue 3, September 2018
Pages:
85-94
Received:
12 September 2018
Accepted:
12 October 2018
Published:
1 November 2018
Abstract: In Japan, many companies are preparing integrated reports. Under such circumstances, some companies prepare annual reports as an integrated report. Nevertheless, the views on the essence of the integrated report are not always agreed upon. Some companies are preparing annual reports or sustainability reports as integrated reports. Thus, some researchers insist on the integrated report as being useful for investors. On the other hand, some researchers proposed that the integrated report is useful for stakeholders. This paper discusses the essence of integrated reports and who they might be useful for. The aim of this paper is to propose our opinion about the essence of integrated reports. This paper clarifies some views on the integrated reports and used a literature review methodology to propose our view. As a result of the literature research, it was found that the essence of the integrated report is to disclose not only financial information but also non-financial information. This point is a significant difference from the annual report. In addition, the integrated report is not disclosed only to investors, but was found to be strongly influenced by the idea of the sustainability report in terms of stakeholder engagement. In short, what this paper wanted to point out is that integrated reporting can be used not only as information disclosure to stakeholders but also as information usage for strategy formulation and business management through stakeholder engagement.
Abstract: In Japan, many companies are preparing integrated reports. Under such circumstances, some companies prepare annual reports as an integrated report. Nevertheless, the views on the essence of the integrated report are not always agreed upon. Some companies are preparing annual reports or sustainability reports as integrated reports. Thus, some resear...
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Reward Management Strategies and Employee Performance in Selected Universities in Nakuru County, Kenya
Mary Wambui Kathombe,
Simon Kipchumba,
Kibet Kirui
Issue:
Volume 6, Issue 3, September 2018
Pages:
95-102
Received:
12 August 2018
Accepted:
21 September 2018
Published:
6 November 2018
Abstract: Motivation plays an important role in increasing employee job satisfaction resulting in improving organizational performance. The background of the study tries to explain the motivators, both financial and non-financial. With support from empirical studies, there is a perplexing issue on what actually motives employees. The objective of the study was to establish the relationship between motivational strategies and employee performance in Kenyan universities. The specific objectives were to determine the effect of financial rewards on employee performance, to determine the effect of non-financial rewards on employee performance and to determine the combined effect of financial and non-financial rewards on employee performance. The study adopted a descriptive survey design targeting 620 lecturers in two universities in Kenya namely; Egerton and Kabarak Universities. Proportionate stratified sampling technique was used to select a sample size of 171 Lecturers. Primary data was collected using a questionnaire. Collected data was analysed using both regression and correlation analysis. The result established that there is a strong positive statistical association between combined effect of financial and non-financial rewards on employees’ performance. The study concludes that financial rewards have an implication on employee performance.
Abstract: Motivation plays an important role in increasing employee job satisfaction resulting in improving organizational performance. The background of the study tries to explain the motivators, both financial and non-financial. With support from empirical studies, there is a perplexing issue on what actually motives employees. The objective of the study w...
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A Study on the Reform of Grass-Root Trade Unions and the Promotion of Collective Bargaining in China
Issue:
Volume 6, Issue 3, September 2018
Pages:
103-110
Received:
26 September 2018
Accepted:
12 October 2018
Published:
6 November 2018
Abstract: In China, the actual union cadre appointment system formed during the planned economy period and the content of the work of the trade unions centered on welfare and entertainment must be changed, and the trade union cadres who have become lazy and silly under the planned economy system must be retrained or adjusted. And there shall be an incentive and restraint mechanism to make them work hard. At present, the most important measure to safeguard workers' rights and interests in China is to activate grass-root trade unions through reform; activating grass-root trade unions is also a prerequisite for promoting collective bargaining. The reform of grass-root trade unions is not only inevitable and necessary, but also feasible; the main measures for grass-root trade union reform are direct election of grass-root trade unions and representative litigation of trade unions on behalf of individual workers. The promotion of collective bargaining cannot be separated from the grass-root trade union reform, and the way of collective bargaining itself is also very important. Resulted from local conditions, Guangdong Model and Zhejiang Model are good examples in collective bargaining. Guangdong Model is a strike-leading model, where industrial disputes begin with a strike, and the employer advocated collective bargaining follows as a result of the strike; Zhejiang Model is a group job-hopping leading model, where the industrial disputes begin with group job-hopping or group sabotage, and the sectoral trade union advocated collective bargaining follows as a result of joint-pricing of employers. All localities ought to choose the right way according to local conditions.
Abstract: In China, the actual union cadre appointment system formed during the planned economy period and the content of the work of the trade unions centered on welfare and entertainment must be changed, and the trade union cadres who have become lazy and silly under the planned economy system must be retrained or adjusted. And there shall be an incentive ...
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