Advances in Social Science, Education and Humanities Research, volume 119

3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2017)

Standardization and Improvement of Village-level Accountant

Principal-Agent System from the Perspective of Financial Management

Yun Sun1, Liulin Lin2, Xun Zhao1,3

1
Beijing Normal University.Zhuhai, Zhuhai Guangdong, 519085, China
2
Zhuhai City Polytechnic, Zhuhai Guangdong, 519040, China
3
University of Macau, Zhuhai Guangdong, 519015, China

Key words: Perspective of financial management, Village-level accountant principal-agent system,

Standardization and improvement measures.

Abstract. Extensive attention is paid to the application of village-level accountant principal-agent

system from the perspective of financial management. Relevant management personnel must
improve and standardize it according to actual work requirements of financial management, improve
the feasibility of village-level accountant principal-agent system, optimize its development system
and achieve the expected work purpose.

Introduction
Relevant departments should attach adequate importance to the improvement and standardization of
village-level accountant principal-agent system, guarantee to improve their work quality in actual
work, reduce various existing problems and optimize the implementation system of village-level
accountant principal-agent system.

Status of village-level financial management work

Some problems difficult to solve still exist during actual development in some village-level financial
management work, which influence the quality and reliability of financial management work and
even reduce the work quality of accountant. They are specifically manifested as below:
First, it is difficult to implement work system. Some village-level financial departments cannot
implement various financial management systems during actual work. During actual implementation
of accountant principal-agent system, relevant departments cannot manage it comprehensively or
solve problems of village-level financial accounting management work. It is difficult for them to
improve their work quality, thus even influencing the economic benefit of villages. Meanwhile,
during actual work of financial department, relevant personnel cannot conduct comprehensive
analysis and management on the practical situation and bearing capacity of village-level collective
economic income or improve the work quality of village-level financial department.
Second, lack a complete supervision system. Village-level financial accountant principal-agent
system is not standardized from the perspective of financial management. Relevant department
cannot improve its supervision system, discover existing problems in work in time or take effective
measures to solve problems. It lacks supervision in advance, in-process monitoring and afterwards
treatment. According to relevant investigation, many problems exist in village-level financial
supervision department. First, the establishment of concealed accounts against rules. Some
village-level financial management workers fail to realize the importance of funds management and
financial management work and carry out management activities with advanced management mode
in actual work. Second, ticket management. Some village-level financial departments cannot conduct

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 Advances in Social Science, Education and Humanities Research, volume 119

comprehensive management over tickets or improve the work quality of village-level accountant
principal-agent system. It is difficult for them to optimize its development system. Meanwhile, some
village-level financial departments cannot reserve receipts better in actual work and even have the
phenomenon of incomplete receipts. They cannot optimize their development system and it is
difficult to improve the quality of village-level financial management work. Finally, original
certificate management work. While managing original accounting documents, some accountants
cannot guarantee their authenticity and reasonability, which will even influence the long-term
progress of the whole administrative village.
Third, lack complete talent team. From the perspective of financial management, village-level
financial management department fails to build a high-quality talent team, entrust accountants with
high professional quality and certain work experience and build a high-quality accountant talent team
in the process of applying accountant principal-agent system, which will even influence the overall
quality of financial management work. On the one hand, the phenomenon of violation against rules
often occurs in financial management work. It is difficult to carry out work according to relevant
village-level rules and even problems difficult to solve occur. On the other hand, village-level
financial department easily has asset management loophole during accountant principal-agent and it
is difficult to improve the quality of financial management work.
Forth, lack correct management concept. Some village-level financial management departments
fail to realize the importance of their work and establish correct management concept in actual work
and development. In particular, as they do not regard accountant principal-agent system as a key
content in the application process, they fail to realize the importance of agent work and establish a
complete management system in actual work and development. It is difficult for them to improve the
normalization and completeness of village-level accountant principal-agent system.
Fifth, lack complete basic work of accounting. From the perspective of financial management,
village-level financial department fails to realize the importance of accountant principal-agent system
and process it with advanced management mode in actual work. It is difficult to improve its work
quality. Meanwhile, a complete management system is not established during the setting of
accounting account and budget preparation. Its work quality and reliability cannot be improved. Even
the normalization of accounting account will be influenced. The phenomenon of account
manipulation occurs. The reliability of accountant principle-agent system cannot be improved.
Sixth, lack a complete disclosure system of finance. From the perspective of financial
management, village-level department cannot establish a complete disclosure management system or
improve the reliability of accountant principal-agent system. Even some problems that cannot be
solved occur [1].

Working concept of village-level accountant principal-agent system from the perspective of

financial management
From the perspective of financial management, relevant departments must be clear about their work
concept according to features and advantages of village-level accountant principal-agent system,
process it comprehensively, improve the work quality of principal-agent system and lay a foundation
for its subsequent development. Specific concepts include the following:
First, establish objective assessment system. During village-level financial management, relevant
departments should establish a complete accounting work objective assessment system and improve
their work reliability in order to apply accountant principal-agent system scientifically. First, relevant
departments should reform financial management work, set up a correct work concept and build
assessment management system based on actual development demands of village-level financial
department. Second, relevant departments should implement financial examination and approval
work, manage various assets and goods and improve their work quality. Finally, village-level
financial department should analyze requirements for the application of accountant principal-agent
system scientifically in actual work, carry out assessment work periodically, assess financial
management work of principal-agent department monthly or annually, specify assessment work

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mode, implement relevant management work with advanced evaluation mode, gradually improve the
feasibility and implementation efficiency of village-level accountant principal-agent system and
reduce problems of village-level financial management work from the perspective of financial
management. Meanwhile, it is also required to strengthen the implementation effect of financial
management system with objective assessment mode, enhance the execution of financial
management system and achieve the expected work purpose [2].
Second, governments at three levels and institutions at six levels should make joint efforts to
implement relevant work. From the perspective of financial management, the application of
village-level accountant principal-agent system requires mutual cooperation of government sectors at
three levels and institutions at six levels as relevant department has set up a management system
composed of institutions at six levels in village-level financial management work. Workers must
conduct comprehensive analysis on it, guarantee to connect each department and institutions, conduct
effective management over them and reduce accounting work problems existing [3].First, establish
cashier business handling system. To apply accountant principal-agent system better in the process of
village-level financial management, it is required to implement cashier business handling work
scientifically, guarantee to improve its work quality, implement advanced receipt and payment and
bank settlement services according to relevant laws and regulations and improve work quality.
Meanwhile, it is required to cooperate with accounting service station and accept the guidance and
supervision of relevant department so as to improve the quality of village-level financial accounting
management work [4].Second, establish a complete service station management scheme. Village-level
financial management department should establish a complete service station management scheme,
guarantee to establish complete management system for accounting service station, unify bill
management mode, accounting work form, accounting data control and filing work management and
improve work reliability of service station. Finally, establish a complete business guidance and
supervision system of agricultural economic management station. Village-level financial
management department should attach importance to business management of agricultural economic
management station, arrange workers with high professional quality for supervision, discover
problems existing in business work in time, bring forward opinions for solving problems and
guarantee to improve its guidance and supervision work quality and optimize its development system.
In addition, relevant department should guarantee the normalization and reliability of its work,
improve the normalization of village-level accountant principal-agent system, optimize its
development system, strengthen the implementation of relevant system and guarantee to meet
requirements for modern village-level financial management work.
Third, promote the development of accounting computerization and management networking. In
actual application of village-level accountant principal-agent system, workers should apply network
information technology scientifically, give play to the application of modern information technology
and improve the advancement of accounting work. First, village-level financial department should
establish a professional accounting service station, improve it with network information technology
and digital technology, improve its level of advancement and automation and optimize its working
mode. Meanwhile, it is required to reform working mechanism, discover deficiencies of rural
financial work in time, take effective measures to make up for deficiencies and achieve the required
work purpose. Second, relevant department should build advanced infrastructure positively,
introduce computer equipment and computerized equipment and gradually improve its service level
in rural financial management work. Finally, relevant department should supervise funds
management of village-level departments dynamically with permission setting and improve its
management level in rural financial management work.
Forth, improve village-level financial management efficiency. Village-level financial
management department should comprehensively analyze requirements from the perspective of
financial management, connect standardized management and democratic financial management and
improve its work efficiency. First, conduct standardized open management over time, guarantee the
implementation of various kinds of work in time according to relevant provisions and improve its

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work accuracy. Second, standardize the disclosure of financial management contents, establish
village-level financial data information disclosure system, make it transparent and improve the
reliability of village-level financial management so as to improve the understanding and support of
peasants. Finally, standardize disclosure form. Village-level financial department should improve its
work convenience and practicability, standardize disclosure form, build a complete public bar and
announce its work scale and financial rules comprehensively so that peasants can understand actual
connotations of village-level financial accountant principal-agent system. Meanwhile, it is required to
improve the stringency of financial work and optimize its work mechanism [5].

Measures for standardization and improvement of village-level accountant principal-agent

system from the perspective of financial management
From the perspective of financial management, relevant departments must improve and standardize
village-level accountant principal-agent system, improve the level of village-level financial
management work, optimize its development system and guarantee to improve the effect of modern
village-level financial management work. Specific measures include the following:
Strengthen the sense of responsibility of government sector
Government at all levels must conduct comprehensive examination and audit according to
village-level financial management work requirements, implement assessment work periodically and
improve its work quality in actual work. First, government sector should conduct supervision on
village-level accounting service station and relevant departments, conduct periodic examination and
improve its work quality in actual examination work. Second, in terms of audit work, government
sector should audit account data of village-level financial receipt and payment, cooperate with the
Bureau of Land Management in management over land compensation funds and avoid village-level
financial management problems. Financial items emphasized by the masses should be audited
emphatically. Third, in terms of assessment work, relevant department should establish a complete
assessment scheme, set up a special assessment team to be responsible for the assessment of
village-level financial management and implement relevant work periodically. Forth, in terms of
ranking, relevant department should discover existing problems in time through audit and
examination according to the summary of assessment result, take effective measures to solve
problems and gradually improve its work quality.
Highlight the principal position of village-level department
In village-level financial supervision and management, relevant competent departments such as
agricultural economic management station should take many management responsibilities and have
great amount of work. With its management over village-level finance alone, it is impossible to
improve the application quality of accountant principal-agent system. Therefore, village-level
financial management department should highlight its principal position, improve its work quality
and efficiency and achieve the expected management purpose. First, village-level department should
be clear about assessment responsibilities of leading cadres, implement work responsibilities and
guarantee to attach importance to its supervision work in actual work. Meanwhile, work form should
be specified. Second, relevant department should specify the work object of assessment and improve
its work quality with objective assessment method. Finally, it is required to build a high-quality talent
team, employ principal-agent accountants and require them to attach importance to their work
responsibilities in actual work.
Establish assessment and training guidance system
In village-level accountant principal-agent system, relevant departments should conduct assessment
work well, establish appropriate assessment scheme, be clear about the practical situation of
village-level finance and conduct comprehensive assessment. In assessment work, it is required to
innovate work mode and improve work quality. In terms of training guidance work, it is necessary to

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assess village-level cashiers so that they can take appointment with certificate, be clear about their
work purpose, gradually improve their work quality and reduce existing problems. Finally, relevant
workers should process the system effectively, reduce financial accounting work problems and
improve its work mechanism in the standardization and improvement of village-level accountant
principal-agent system.

Conclusion
From the perspective of financial management, the construction of village-level accountant
principal-agent system requires relevant departments to improve and standardize it, improve their
work quality, optimize its development system and achieve the expected management purpose.

References
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Background of New Rural Construction, Agricultural Economy, 2014(5):60-61.
[2] Sun Hongzhi. Existing Problems of Village-level Accountant Principal-agent System and
Countermeasures, Assets and Finance of Administrative Undertaking, 2014(6):150.
[3] Mei Yufang. Promote Standardized Management of Village Collective Finance with
Village-level Accountant Principal-agent System, Rural Economy and Technology,
2016(10):86-87.
[4] Li Long. Problems of Village-level Accountant Principal-agent System in Agricultural Economy
and Countermeasures, Southern Agricultural Machinery, 2016,47(7):30,37.
[5] Zhang Zixiang. Investigation and Thinking on Implementation of Village-level Accountant
Principal-agent System, Yunnan Agriculture, 2014(11):58-60.

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