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A Study to Develop Guidelines for Implementation of Flexible Compensation for Nonexempt EmployeesTanksley, Benny Paul 08 1900 (has links)
Flexible compensation is a new concept in wage and salary administration which permits the employee to select from the various benefits, and cash, a plan tailored to meet his own needs, limited only by his total compensation and those statutory provisions pertaining to his wages. Within recent years, compensation practitioners have been urged in professional journals to adopt flexible compensation as a way to improve their compensation programs in order to attract, hold, and motivate employees. The purpose of this study is twofold. First, the results of this research will provide empirical data on the current status of flexible compensation for nonexempt employees in the United States. Second, the research will contribute toward the development of a set of comprehensive guidelines for implementing flexible compensation programs.
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A study on changes of wage distribution in Korea, 1976-1998, from the perspective of skill-based technological changesKang, Myung Soo, January 2001 (has links)
Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 201-203). Also available on the Internet.
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A study on changes of wage distribution in Korea, 1976-1998, from the perspective of skill-based technological changes /Kang, Myung Soo, January 2001 (has links)
Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 201-203). Also available on the Internet.
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Executive compensation : performance for payGuzzetta, Judith T. 12 1900 (has links)
No description available.
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Factors influencing pay systems in the manufacturing industry of Port ElizabethBoyce, Ncedile January 2014 (has links)
Collective bargaining was impacted by the confrontation at Marakina and the role players, employers and unions were left looking for new creative alternatives to reward operational employees (blue collar workers).Then, finding a well-designed pay system is crucial for the success of the organisation, since collective bargaining is under pressure. The following determinants, job based pay, performance based pay, skills based pay, education and training, and tenure based pay were constructed from literature to formulate the conceptual model for the pay of operators in the manufacturing sector of Port Elizabeth. There are a number of factors that are at play in the determination and design of pay systems, which need to be considered. Two major pay systems are at the centre of this study and they are those based on the worth of the job and those that are based on employees’ skills, productivity, education and training, and tenure. Pay equity is at the heart of employment relationship and is the reference point with regard to the distribution of resources when economic productivity and profitability are achieved. The findings presented indicated that all the determinants, job based pay, performance based pay, skills based pay and education and training, with the exception of tenure based pay, were significant to the pay of operational employees. However, the multivariable regression model found that job based pay is more significant and should be modelled as the foundation of the pay system for operational employees. Other pay determinants, such as performance and skills based pay are best modelled as additional increments that accelerate employees’ pay.
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The Canadian government geographic public service wage policy and the letter carrier case, 1972-73Brody, Bernard. January 1978 (has links)
Note:
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A Comparison of the Relative Success of Two Pay Incentive Plans Under Controlled ConditionsPoole, Richard J. 01 October 1981 (has links) (PDF)
No description available.
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Pay administration in the Hong Kong civil serviceChan, Nga-lai, Ella., 陳雅麗. January 1992 (has links)
published_or_final_version / Public Administration / Master / Master of Public Administration
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Introducing performance-related pay in the Lesotho civil service : a strategic approachMadiba, Maseboloka Lintle 03 1900 (has links)
Thesis (MPA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: A commitment to the market economy was easily extended to a widespread
belief that money is the best motivator for work performance although there is no
hard evidence to support that belief as a universal proposition (Armstrong &
Murlis, 1994:263). Armstrong & Murlis (1994:263) contend that even if the
effectiveness of money as a motivator can be questioned, most organisations
strongly feel that it is fair to reward employees according to their contribution.
The drive against incremental pay systems has taken place because
management do not see why people should be paid for simply being there. Many
people explicitly associate incremental pay systems with unmotivated
performance. The argument being that if people are paid more flexibly according
to their performance, they are more likely to be motivated than if they are sitting
around waiting for the next automatic salary increment.
Performance-related pay (PRP) schemes became more popular in many
organisations in the 1980s as an answer to motivating employees and
developing performance-oriented cultures. According to Flannery, Hofrichter &
Platter (1996:83), organisations have been slowly coming to the realisation that
compensation programmes have in many cases become a barrier to the growth
and success of the organisations. Consequently, many employers devised new
compensation systems that would likely support their emphasis on values such
as quality, customer service, teamwork and productivity.
Research shows that PRP systems can work for the organisation, but the first
wave of enthusiasm revealed some weaknesses in their application. In this study
project, the origins and underlying forces around PRP are discussed. The nature
of PRP in the Lesotho Civil Service is addressed. PRP as part of the
performance management system (PMS) in the Lesotho Public Service is
introduced as a substitute for the current 'automatic' incremental pay system.
Lastly, a model for introducing PRP in the Lesotho Civil Service is designed as a
step-by-step guide for the people who are working on the PRP scheme. / AFRIKAANSE OPSOMMING: 'n Verbintenis tot die markekonomie het maklik aanleiding gegee tot 'n
wydverspreide geloof dat geld die beste motiveerder is vir werkprestasie, hoewel
daar geen vasstaande bewys is vir ondersteuning van die geloof as 'n universele
proposisie nie (Armstrong & Murlis, 1994:263). Armstrong & Murlis (1994:263)
beweer dat selfs al kan die effektiwiteit van geld as 'n motiveerder bevraagteken
word, die meeste organisasies sterk voel oor die regverdigheid daarvan dat
personeel volgens bydrae vergoed word. Die beweegrede vir afsien van die
inkrementele vergoedingstelsel is te vinde in die bestuur se siening dat personeel
nie noodwendig vir blote teenwoordigheid vergoed hoef te word nie. Baie mense
assosieer die inkrementele vergoedingstelsel direk met ongemotiveerde
werkverrigting en die argument word dan ook gehuldig dat as personeel met
groter buigsaamheid volgens prestasie vergoed word, hulle waarskynlik meer
gemotiveerd sal wees as wanneer hulle maar net wag vir die volgende
outomatiese salarisverhoging.
Prestasie-verwante vergoedingstelsels is gedurende die 1980's toenemend deur
organisasies ingevoer as 'n meganisme vir die motivering van personeel en die
vestiging van prestasie-georiënteerde kulture. Volgens Flannery, Hofrichter &
Platter (1996:83), het organisasies stadigaan begin besef dat
vergoedingsprogramme in baie gevalle belemmerend was vir hul groei en
sukses. Gevolglik het baie werkgewers nuwe vergoedingstelsels ontwerp met
waarskynlike steun vir hul beklemtoning van waardes soos kwaliteit, kliëntediens,
spanwerk en produktiwiteit.
Navorsing het getoon dat prestasie-verwante vergoedingstelsels gewenste
resultate in 'n organisasie kan lewer, maar die aanvanklike geesdrif is gedemp
deur swakhede wat in die toepassing daarvan na vore gekom het. In hierdie
studie word die oorsprong van en onderliggende stukrag agter prestasieverwante
vergoeding bespreek. Die aard van prestasie-verwante vergoeding in die Lesotho Staatsdiens word aangespreek asook hoe dit as deel van die
prestasiebestuurstelsel in die Staatsdiens ingevoer kan word as
plaasvervanger vir die bestaande outomatiese inkrementele vergoedingstelsel.
Ten slotte word daar 'n modelontwerp vir die instelling van prestasie-verwante
vergoeding in die Lesotho Staatsdiens as 'n stap-vir-stap gids vir diegene
gemoeid daarmee.
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Role of job evaluation in salary administration: case study of a large company in Hong KongTsui, Lap-fung., 徐立豐. January 1989 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
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