Pacts for employment and competitiveness in Europe

2001 ◽  
Vol 7 (4) ◽  
pp. 616-628 ◽  
Author(s):  
Jacques Freyssinet ◽  
Hartmut Seifert
Keyword(s):  
Collective Bargaining ◽  
Working Time ◽  
Short Term ◽  
Eu Countries ◽  
Cost Cutting ◽  
Declining Demand

This article analyses collectively agreed PECs in 11 EU countries, focusing on their importance for employment and collective bargaining policy. It is shown that, irrespective of differences in emphasis, the agreements reached generally constitute a productive alternative to the prevailing strategy of responding to declining demand primarily by shedding labour. PECs, by contrast, do not rely mainly on short-term cost-cutting, but rather seek to raise both productivity and flexibility by means of comprehensive restructuring measures within the company. The focus is on improving internal flexibility; indeed external flexibility is often reduced by way of job guarantees. An important role is also played by steps to redistribute work via working time reductions.

scholarly journals Flexible Short-Term Power Trading: Gathering Experience in EU Countries

2015 ◽  
Author(s):  
Karsten Neuhoff ◽  
Carlos Batlle ◽  
Gert Brunekreeft ◽  
Christos Vasilakos Konstantinidis ◽  
Christian Nabe ◽  
...  
Keyword(s):  
Short Term ◽  
Eu Countries ◽  
Power Trading

scholarly journals Flexicurity – the German trajectory

2004 ◽  
Vol 10 (2) ◽  
pp. 226-247 ◽  
Author(s):  
Berndt Keller ◽  
Hartmut Seifert
Keyword(s):  
Social Security ◽  
Collective Bargaining ◽  
Lifelong Learning ◽  
Old Age ◽  
Working Time ◽  
Labour Markets ◽  
Institutional Framework ◽  
Central Elements ◽  
Analytical Perspective ◽  
Atypical Employment

The focus of this article is the concept of ‘flexicurity’, flexibility linked to social security. We shall look at the issue in terms of the institutional framework in Germany and as an alternative to pure flexibilisation. The central elements are the four related concepts of (i) transitional labour markets, (ii) collective bargaining and working time policies which safeguard employment, (iii) lifelong learning, and (iv) provision for old age. These can be looked at from an analytical perspective, as well as in terms of the periods of employment and of post-employment. Furthermore, we deal with different forms of atypical employment in terms of the concept of flexicurity developed here.

scholarly journals Pacts for employment and competitiveness – an opportunity to reflect on the role and practice of collective bargaining

2001 ◽  
Vol 7 (4) ◽  
pp. 600-615 ◽  
Author(s):  
Keith Sisson
Keyword(s):  
Collective Bargaining ◽  
Industrial Relations ◽  
Level System ◽  
Eu Countries ◽  
Multi Level ◽  
National Systems

Pacts for employment and competitiveness (PECs) raise understandable concerns about the potential for ‘concession bargaining', ‘regime competition’ and the fragmentation of the inclusive collective bargaining structures characteristic of most European national systems. PECs are not themselves the source of the problem, however, and are unlikely to be a temporary phenomenon. Rather PECs are a manifestation of wider changes taking place in the process and structure of collective bargaining, reflecting the more complex role collective bargaining is playing in the light of ‘globalisation’ in general and ‘Europeanisation’ in particular. These developments are also bringing about a measure of convergence across EU countries in the form of substantial changes in the levels, scope, form and output of collective bargaining, all of which are being encouraged by the emerging multi-level system of industrial relations in Europe.

Retaining older employees is a smart business move

2016 ◽  
Vol 15 (6) ◽  
pp. 246-249 ◽  
Author(s):  
Robert Perrin
Keyword(s):  
Personal Experience ◽  
Design Methodology ◽  
Short Term ◽  
Content Type ◽  
Older Employees ◽  
Cost Cutting

Purpose This paper aims to warn that the short-term cost-cutting measure of laying off older employees can result in long-term problems. It stresses the value that older employees can add to organizations and offers insights on what employers should consider when trying to retain and attract older employees. Design/methodology/approach The paper combines the personal experience of a consultant whose employees are all over the age of 50 bolstered by surveys noting what older employees want and expect in the workplace. Findings The paper concludes that older employees help companies save money by sharing their wealth of experience and helping younger employees avoid mistakes they have made or witnessed in their own careers. The paper argues that to retain and attract the best older employees, companies need to be flexible, provide good compensation and offer work that is interesting and meaningful. Just like younger employees, many older employees want companies that provide time-off for family commitments and offer opportunities for advancement. Originality/value This paper goes beyond detailing the value of older employees, in terms of knowledge, loyalty and connections and offers tips on how to attract and retain older employees from someone who successfully does so in his own business.

scholarly journals Comparative Analysis of Executive Compensation in the Republic of Serbia and EU Countries

2019 ◽  
Vol 57 (2) ◽  
pp. 181-200
Author(s):  
Ivana Marinović Matović
Keyword(s):  
Comparative Analysis ◽  
Executive Compensation ◽  
High Capacity ◽  
Business Organization ◽  
Business Organizations ◽  
Short Term ◽  
Eu Countries ◽  
Strong Motivation ◽  
The Republic

AbstractExecutive compensations have a strong motivation role in contemporary business organizations. Adequate models of compensation enable attracting and retaining the high-capacity managers. This way, business organization conquers and maintains the competitive position in the context of globalization. It is necessary to align the executive compensation with the business organization’s strategy, which requires careful process of planning, done by the highest levels of management and ownership. The main objective of the paper is to explore and compare the structure and the level of executive compensation in the Republic of Serbia and EU countries. The paper focuses on executive compensation components, primarily long-term and short-term incentives, as well as sallary and benefits. A comparative analysis of executive compensation models was performed to explain the differences in the observed countries.The study found large and disproportionate differences in the executive compensation levels, conditioned mostly by the economic development of the observed economies.

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