Financial and Management Accounting: Payroll Services

financial and counseling Accounting Payroll ServicesFinancial and Management Accounting Case Study Payroll Services1. doctor ON THE CHARGE PER TRANSACTIONThe payroll department department is incurring a total damage of 590,000 at present. The load per transaction is 236 (see fig 1 Appendix A) which is the charge applied each time a wage transaction is completed i. e the salary is sended. If the lump bosom is give to the staff to switch over to the monthly earnings trunk, it is forecasted that it leave behind set out a saving of 20,000 in Pay Costs while the go and supplies personifys argon likely to decrease by 3,000, thereby legal lurch it down to 98,000. The recalculated total or full cost will be 567,000 per financial year. In the new scenario the charge per transaction is reduced to 226 thereby showing a saving of 10. On analysis of the figurework it will not be advisable to acquire these workers shifted over to the monthly retribution system as the figures suggest that bulk of the workers are down the stairs the monthly payment system. The say-so will have to pay a lump sum of 500,000 to the workers when they shift over to the new system, so far in retrspect the cost patelliform out now will be recovered in a very immense time because the savings creation made by the potential on different facets of the payroll department are not signifi ejectt enough. Apart from the savings it does represent harmonisation of the company and there are some early(a) aspects to be considered. Bulk of the workers are under the monthly payment arrangement and having the hebdomadally workers under that scheme energy cause confusion in the payroll system. However there are some finer points to take into consideration. The ending of the weekly wage payment system might have an adverse effect because the workers who are creation offered to shift over to the monthly payment system will politic be working on weekly tush. The difference only be ingness that their salaries will be paid on a monthly basis. aboard these workers there are other workers who are employed on a monthly basis, they work on a monthly basis and recieve their salaries on a monthly basis. If the authority wants to keep the weekly and the monthly workers unconnected and not mix up or confusion between the deuce, it would have to ope assess cardinal different payroll departments. There would be 1 department keeping the records of staff working on a weekly basis but all of whom will be paid a monthly salary and the second department within the payroll component to keep record of the staff workingon a monthly basis who as well get paid on a monthly basis. Operating two separate departments would hence mean that all the costs associated with the running of the payroll part will be much much than what they stand at now. The increment in the cost is therefore a mojr cypher to consider. Considering this the weekly staff should not be asked to transfe r to the monthly system. The fact that the authority will probably have to run two departments within a department complicates things and also increases the cost factor which is what the authority is geared towards saving. The government activity is also urging all the authorities to save on the cost side of things and make the authorities economically more viable. thusly on the basis of the analysis and considerations it is advisable that the authority should not seek to transfer their weekly staff over to the monthly payment system.2. FINANCIAL assessment OF OPTION 1 AND 2In this fact we are confront with the scenario of two options having different life suspenders associated with them. Option 1 has a lifespan of 4 years while Option 2 has a life span of 6 years. Facing this situation we will carry out the financial appraisal on the basis of the qualifiedize annual cash be given ready whereby the option with the lowest cost will be chosen. The equalise annual cashflow su pposes that the cashflows generated as an annuity. In case of annuities we use the annuity factors earlier than the individual yearly discount rates to calculate the present value of the cash flows. Whereas in the equal annual cashflow method the annuity factor is the total of all the yearly factors for the duration of the project and in this case the lifespan of the payroll system being put in place. bear on annual cashflow = present value of costs/annuity factor for N years at R%Therefore for option 1The equal annual cashflow = 916,454/2. 3299 ( Looking at the annuity tables)i. e = 393,345 ( see accessory B for figures)and for Option 2The equal annual cashflow = 1,453,231/2. 7967i. e = 519,623Therefore on the basis of the analysis we will chose the option 1 as it has the lowest equal annual cashflow. There are a hardly a(prenominal) limitations with the calculations involving cashflows and capital costs. These cashflows do not take into account the mag profitsic declination of the pertain rate and assume it to be constant over the lifespan. In closing off from authority Bs proposal we will chose the first option as it has the lower equal annual cash flow. It is feasible on the basis of the calculations to select option 1 and put it into practice. Hoewever there are limitations to the equal annual cashflow method. This appears to be a nice idea however in substantiality it does not add value to what we go off determine from the other methods. The other methods will also yield the same result and therefore adding no extra information for us to make a decision. The equal annual cashflow method force out be used alone when other methods yield nothing and this is the last resort for carrying out an financial apprasial. As far as the aritheticinvolvedin this method it is no more complicated that the other methods and is no more advanced than the traditional methods. There are limitations to this methods which consecrate a lot to be desired. This method ignores the influence of inflation and fluctuation in the interest rate. However it is possible to overcome these limitations by adjusting for the these factors. The cashflows can be adjusted for inflation and the fluctuating interst rate in the veritable world. Firstly a discount rate shoul be selected that is already adjusted for the inflation and includes an allowance for the inflation. Secondly the cashflows can be expressed in real terms whereby meaning that the pass judgment inflation rate can be excluded from the discount rate. In other words the first method provides us with the nominal cashflows while the second method gives us the real cashflows at a real discount rate. The second method excludes the anticipated inflation rate from the discount rate which follows the prudence concept of be where the costs are over estimated and the profits are underestimated so as to avoid disappoinmtment later and to cover for the contigencies.3. DISCUSSION ON THE PROPOSAL imprimatur Bs proposal is to transfer As payroll function to B. The cost associated with this 380,000 for the next financial year. Evaluating on the cost basis only the position A should go ahead with the transfer because the cost proposed by authority B is less than the cost calculated for authority A which is 393,345 on the equal annual cashflow method. Authority B has also suggested that in fututre if more authorities join in the cost would be lowered progressively in the following financial years. Based on the calculation and authrotiy Bs proposal the authotiy A its payroll function to authority B. In order to carry out an investment appraisal of the proposal there will be a few items other than the cost. We would need the reduction in the cost collectible to the shifting of the payroll. We would also require the reduction in cost due to less staff being employed. Reduction in service and supplies costs. However we would also need to know the cost incurred due to the redundancy of a num ber of staff due to the payroll being transfered. The knowledge of all these costs would enable us to make a much better informed desicion on whether or not to transfer the payroll to authority B and whether it would be beneficial in the long run. These financial appraisals have a limitation which is that they donot incorporate inflation however inflation can be adjusted for when carrying out the financial appraisal. The net present value can be adjusted by two ways to take inflation into account. Firstly a discount rate can be used which incorporates inflation. secondly the discount rate can exclude the inflation rate and the cash flows acan be expressed in real terms.The transferring of the payroll from one different authorities to a key one might result in too many mull over losses and redundancies which again will be against the governments agenda. The government would certainly not like to contribute to unemployment. In this case this can be figure out by spreading the unemp loyment over different authorities and not change magnitude the burden on one authority or for that matter a few authorities. The government should also try and create more jobs so as to accomodate these redundancies.APPENDICESAPPENDIX AThe cost for operating the payroll section is as followsPayroll costs 216,000Services and Supplies 101,000Accomodation 45,000Capital Charge228,000 abounding Cost 590,000The charge to the Budget Holders is590,000/2500 = 236/Transaction. (fig1)The cost for the payroll after nonrecreational the Lump sumPayroll Costs 196,000Services and Sipplies 98,000Accomodation 45,000Capital charge 228,000Full Cost 567,000The charge now to the Budget Holders is 567,000/2500 = 226/Transaction(fig2)APPENDIX BOPTION1START OF YEAR CAHSFLOWSYRCASHFLOW PV 8%1 830,000 830,0002 33,000 28,2903 36,300 28,8154 39,930 29,349TOTAL 916,454OPTION 2START OF YEAR CAHSFLOWSYRCASHFLOW PV 8%1 1400,000 1400,0002 22,000 20,3693 24,000 20,5754 24,000 19,0515 24,000 17,6406 24,000 1633 4TOTAL 1,453,231BIBLIOGRAPHYBOOKS1. Mott, G. (1993) investiture Appraisal2. Pike Neale (2003) Corporate Finance Investment3. Drury, C Management and Cost Accounting, 6th edition Thomson (2004)4. Williamson Duncan Cost and Management Accounting (1996) scholar Hall