Influence Analysis Of Forced Distribution Rating Performance Appraisal And Merit Pay To Performance Of Directorate General Of Taxes’s Employees With Job Satisfaction As Intervening Variable At Blora Tax Service Office

This study aims to analyze and determine influence of forced distribution rating performance appraisal and merit pay toward performance of Directorate General of Taxes’s employees with job satisfaction as intervening variable at Blora Tax Service Office. Technique used for this study is census then data analyzed with SmartPLS. This research’s subjects are 80 low management employees at Blora Tax Service Office. The result of this research shows that forced distribution rating performance appraisal and merit pay don’t affect directly on employee’s performance. But forced distribution rating performance appraisal and merit pay have positive and significant effect on job satisfaction while job satisfaction has positive and significant effect on performance. Then indirectly through job satisfaction, forced distribution rating performance appraisal and merit pay have positive and significant effect to employee’s performance. This result shows that job satisfaction is a suitable intervening variable for this research. Based on this research, it is suggested for future managerial policy with goal to increase performance, job satisfaction should be one of deciding factors.

Examining Student Achievement, Teacher Effectiveness, and Merit Pay in a Rural School District

With more rigorous standards and testing at the forefront of educational reform across the nation, the rural school district in this study developed a strategic compensation plan with bonus pay based on student test scores as a teacher success incentive. A causal-comparative study was conducted to examine the effect of teacher merit pay levels on teacher effectiveness and student achievement within a rural school district. The study also considered if there is a difference among the teacher effectiveness levels and student achievement scores and certain moderating variables including content area, years of experience, gender, and education level. One-way ANOVA analysis determined student achievement scores were significantly lower when the teacher did not qualify for a bonus than at any and every other bonus level. Linear regression analyses found significant moderation effects for years of experience, education level, and content area, but not for teacher gender.

Research Insights: Does Merit Pay among Public School Teachers Affect the Mobility of Teachers Out of Teaching or within the School System?

This paper analyzes the effect on teacher mobility of a program that rewards excellence in teaching practices in Chile. Successful applicants receive a 6 percent annual wage increase for up to 10 years and an award that publicly recognizes their excellence. The paper uses a regression discontinuity design to identify the causal effect of the public merit award. The program does not alter transitions out of teaching. The program does, however, increase the mobility of awardees within the school system. This is consistent with the program providing a credible public signal of teacher quality.

Academic capitalism and faculty burnout: evidence from the United Arab Emirates

In this paper, we investigate the factors that affect burnout of faculty, which we refer to as “academic fatigue”, in the context of the business professors in the highly competitive and globalized market of the United Arab Emirates, which, unlike the United States, does not offer tenure to professors. It is the first paper to addresses an increasingly important area in the higher education sector in the UAE where increasing competition between institutions, the financial pressure on universities, and government funding cuts are having a knockdown effect on all parts of the higher education supply chain, including faculty. Data was collected from business faculty in a major UAE public university using a quantitative survey that designed based on Maslach Burnout Inventory MBI Educators Survey (MBI-ES). We find that while purely aspects of financial compensation (including satisfaction with pay, pay for performance sensitivity, and merit pay allocation) are not significantly related to faculty burnout, faculty satisfaction with the research and teaching workload reduces burnout significantly. Our results do not support the academic capitalism paradigm in a strict financial sense, but rather in a holistic sense that incorporates non-financial compensation. Key Words: Academic Capitalism; Faculty Burnout; United Arab Emirates; Higher Education; depersonalization; stress; tenure.

Evolution and egalitarianism: A behavioral account of managers' performance pay decisions

I advance a behavioral account of managers’ performance pay decisions that is grounded in evolutionary psychology. In doing so, I seek to explain a common organizational phenomenon — compression in employees’ merit pay bonuses. My behavioral account puts forward two propositions. First, that compression in awards is a consequence of a fundamental human proclivity for egalitarianism. Second, that individual managers will differ in their preferences for egalitarianism: In any given organizational context, some managers will tend to be more egalitarian than other managers. Consistent with these propositions, I observe two clear patterns in how federal managers distribute performance pay awards to the group members they supervise. The first is a marked tendency for managers to give all group members awards of the same or similar size. The second is a considerable amount of between-manager variation in this tendency that cannot be explained by relevant group-level variables, such as group size and occupational diversity. To the extent feasible given my data, I probe whether my behavioral account does a better job explaining these patterns than plausible alternative explanations that are based in economics. One key implication of my theory and findings is that organizations cannot count on managers to aggressively differentiate between individual employees when they distribute performance pay awards. A second key implication is that organizations cannot rely on their managers to uniformly implement a given performance pay plan.