足球運(yùn)動員人力資本作為資產(chǎn)計(jì)量的關(guān)鍵因素的案例研究外文翻譯-文庫吧資料
2025-05-21 16:02本頁面
【正文】 ayers have been subject to permanent diminution in value. One explanation for this is the conditions of reemployment imposed on clubs by the Scottish League, whereby when a player reaches the end of his contract his employer must either offer him a new contract on at least the same basic terms or alternatively set the player free to arrange the transfer of his own registration. In the climate of recession which applied at the time of the exercise, clubs were using the free transfer as a means of avoiding future costs for many players who they believed had a realizable value, but in respect of whom the risks of being unable to arrange a sale and thus having to continue to meet the salary costs were considered too high. EARNINGS MULTIPLIER: METHOD The multiplier valuation approach is used in practice by UEFA to value outofcontract players who are transferring between two clubs within Europe, where the clubs are unable to agree a fee in respect of the transfer. In essence the transfer fee must be at least the gross ine of the player multiplied by a coefficient factor which varies according to the player39。s residual value per the UEFA multiplier is in excess of the Chairman/Manager39。s earnings and a multiplier factor based on his age at the end of his contract (UEFA, 1992, Article 3), as used in practice by the clubs referred to above. As the exercise was carried out retrospectively a player39。s contract, however in this case, each player39。000 163。000 163。000 163。 valuation. The historical cost model (Method 1), involves capitalizing players acquired by the club via the transfer market on the balance sheet at their cost of registration. The earnings multiplier model (Method 2), involves applying a multiplier to a players earnings to produce a current valuation of that player. The directors39。 services. Each model is either currently used in accounting practice by one or more clubs or in some form in the existing market place for players. In this paper these valuation methodologies are tested using case study data. A major Scottish club made available the sensitive information that was required to carry out the study. Other knowledgeable sources assisted as explained in the paper. VALUATION METHODOLOGIES Having demonstrated the case for definition and sufficiency of evidence for recognition, the next consideration is the method of valuation of such assets on the balance sheet and ensuring the reliability of measurement. Morrow (1995) evaluated three valuation methodologies appropriate to the human resource of football players39。s registration has the rights to the services provided by that player. It is intuitively appealing to think of football players as assets: other than a club39。 Moorhouse, 1992). Human resource accounting since the 196039。s recruitment policies as investment decisions (Sutherland, 1986), or the operation of the transfer system and its implications for players (Sloane, 1969。 Touche Ross, 1992, 1993, 1994), however most of the research has either been carried out some time ago (Dobbins and Trussel, 1975)。destroyed the old personal bond of friendly feeling between us and club managers ...and brought the latter to regard us as chattels to be bought and sold. ...We have to thank the transfer system for bringing us down to the level of beasts in the market place. The modity the player has no locus standing (Harding 1991,).Important differences between professional sportsmen and other employees are well do
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