Univrsity Of Tehran Press Accounting and Auditing Review 2645-8020 26 2 2019 07 23 Designing Human Resources Valuation Model and its Reporting at the National Iranian Oil Company and its Subsidiary Companies Designing Human Resources Valuation Model and its Reporting at the National Iranian Oil Company and its Subsidiary Companies 279 300 72158 10.22059/acctgrev.2019.273797.1008096 FA Elham Hasani Azar Ph.D. Candidate, Department of Accounting, Faculty of Social Sciences and Economic Alzahra University, Tehran, Iran Shahnaz Mashayekh , Associate Prof., Department of Accounting, Faculty of Social Sciences and Economic, Alzahra University, Tehran, Iran Aezvan Hejazi Prof., Department of Accounting, Faculty of Social Sciences and Economic, Alzahra University, Tehran, Iran Journal Article 2019 01 18 Objective: In the present research, we have developed a human resource valuation model and its reporting at Iran National Iranian Oil Company (NIOC) and its subsidiary companies. Methods: Various models in the field of human resources valuation have been considered and finally, regarding the advantages and limitations of each model, a combination of “Myers and Flowers”, “Rana & Maheshwari's Marginal Monetary Worth” models was chosen as a model. This research consists of four stages. In the first stage, the quantitative and qualitative dimensions and components effective on human resource valuation were extracted based on the review of the literature. In the second stage, dimensions and components were identified through interviews with experts, three stages of distribution of the questionnaire and the Fuzzy Delphi method.In the third stage, the relationship between the components was investigated through questionnaires and the method of Fuzzy DEMATEL.Finally, the experts' opinions on human resources valuation reporting was assessed through questionnaire and the Analytic Hierarchy Process. Results: Based on the first and second stages of the research, effective 15 dimensions and 20 components were identified for human resources valuation at the NIOC and its subsidiary companies. In the third stage, the components were prioritized and the suggested research model is presented. According to the experts' opinions, the best form of reporting is in the form of Rial and in the text of the financial statements. Conclusion: The directors and executives of the National Iranian Oil Company and it's subsidiary companies can value human resources through the proposed model. Objective: In the present research, we have developed a human resource valuation model and its reporting at Iran National Iranian Oil Company (NIOC) and its subsidiary companies. Methods: Various models in the field of human resources valuation have been considered and finally, regarding the advantages and limitations of each model, a combination of “Myers and Flowers”, “Rana & Maheshwari's Marginal Monetary Worth” models was chosen as a model. This research consists of four stages. In the first stage, the quantitative and qualitative dimensions and components effective on human resource valuation were extracted based on the review of the literature. In the second stage, dimensions and components were identified through interviews with experts, three stages of distribution of the questionnaire and the Fuzzy Delphi method.In the third stage, the relationship between the components was investigated through questionnaires and the method of Fuzzy DEMATEL.Finally, the experts' opinions on human resources valuation reporting was assessed through questionnaire and the Analytic Hierarchy Process. Results: Based on the first and second stages of the research, effective 15 dimensions and 20 components were identified for human resources valuation at the NIOC and its subsidiary companies. In the third stage, the components were prioritized and the suggested research model is presented. According to the experts' opinions, the best form of reporting is in the form of Rial and in the text of the financial statements. Conclusion: The directors and executives of the National Iranian Oil Company and it's subsidiary companies can value human resources through the proposed model.

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