Joan has been the payroll supervisor at York Distribution Company (YDC) for ten
years. She has never missed a payroll and Farah, the owner of the company is delighted
with her conscientiousness and knowledge. This is particularly important, as Farah
spends a lot of time on the road drumming up new business, and needs competent
personnel back at the office.
There are two accounting personnel at the office, a receptionist, five shipping and
receiving personnel, and thirty sales people employed by YDC. Office and
shipping/receiving personnel are paid a salary, while the sales people are paid a monthly
base salary plus a percentage of their sales, calculated quarterly. The base salary is low,
at $20,000, with a 2% commission, calculated based upon sales less any bad debts
written off related to their customers.
Joan prints off the sales by customer every month, and uses this information to calculate
commission. She then prepares the payroll cheques and gives them to Farah, who signs
them and gives them to the sales staff at the monthly sales meeting. The cheques are
written against a payroll imprest bank account, kept at a balance of $1,000. This
account is not reconciled, as the staff are very overworked with the increasing volume
of business handled by the company.
Required:
A) Identify control weaknesses and their impact, and provide recommendations for
improvement.
B) What is the impact of the control weaknesses upon your audit approach?