SOCIAL ACCOUNTING: A METHOD OF ASSESSING THE IMPACT OF NIGERIAN ENTERPRISES DEVELOPMENT ACTIVITIES

ABSTRACT

The project work discusses Social Accounting: A method of assessing the impact of enterprises development activities. This study was therefore necessitated by the need to give appraisal of the recognition and growing of sophistication of Social Accounting Techniques for a good practice in corporate social responsibilities. Specifically the objectives of the study are to answer among others; to ascertain the input/effects of social accounting in enterprise development activities in Nigeria, to evaluate various techniques of using social accounting to estimate enterprises income/earning, to determine how to solve organizational conflicts between shareholding interest and social consideration and to evaluate some of the problems encountered in assessing social accounting activities in Nigeria enterprises. To accomplish the above objectives, the researcher made use of both historical and survey research; data were collected by use of oral interview and questionnaires. Data collected were subjected through analysis using simple percentage, tables, and charts while the stated hypothesis were tested using Chi-Square (X2) to ascertain its reliability and objectivity. The result of the research shows that the effective use of social accounting approach improves transparency, accountability and compliance in the organization. The application of social accounting method of assessment has external/ internal environmental impact on the Nigeria enterprises development activities; it has significant relationship between the corporate image of the organization and the environment and it shows that the conflict of interest between stakeholders and management has hindrance on the auditing and reporting of accounting, where as stakeholders engagement with the organization improves ethical standard and learning.

CHAPTER ONE
INTRODUCTION
1.0    BACKGROUND OF THE STUDY
Social accounting as an approach began developing in the U.K in the early 1970s, when the Public Interest Research Group established Social Audit Limited. This organization carried out, and publicized investigations into the operations of large public companies, without necessarily gaining their permission or co-operation. Whilst lending support to consumer pressure, there is an argument that this had a negative effect on accountability, as organizations sought to ensure that sensitive information was hidden from such investigations.


Globalization has brought with it a wide realization that companies do not operate in isolation, but can have marked impacts on the environment and people at local, national and global levels, (Chris, 2006:1). This has led to an increasing awareness of Corporate Social Responsibility (CSR) and the “triple bottom-line” of business success measuring the business not only in the financial performance, but by its social and environmental impact as well. Traidcraft and the New Economics Foundation (NEF) pioneered a form of social accounting in the early 1990s that is voluntary in nature and rooted in engagement with stakeholders. This can assist organizations, both commercial and NGO, in understanding and improving their social impact.

The concepts of Social accounting is growing in recognition and sophistication, as it becomes one of the foundations of good practice in corporate social responsibility (CSR), interest is growing within large corporations, consultancies and voluntary organization alike. If large companies are using a social accounting methodology to assess their social impact, the question sensibly arises as to whether this is something that can be usefully adopted by those seeking to assess the impact of enterprise development activities. Most of the organizations that adopt this concept are concerned with poverty reduction and enterprise development.

Social accounting is a way of demonstrating the extent to which an organization is meeting its stated social or ethical goals, whilst independently verified the organization itself on the process of data collection and analysis and the process is driven by indicators, the organization sets in consultation with stakeholders as opposed to being based on standards or criteria determined externally. This is balance by the principle of benchmarking which whilst still developing, should enable organizations where possible, (Chris, 2006:2).....

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Item Type: Project Material  |  Attribute: 136 pages  |  Chapters: 1-5
Format: MS Word  |  Price: N3,000  |  Delivery: Within 30Mins.
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