How Does Improvement in Commuting Affect Employees? Evidence from a Natural Experiment

We collect worker month-level panel data from two companies for a two-year period before and after the opening of a nearby subway station, which significantly improved public transportation commutes for some workers. We find a significant difference-in-differences increase (12.6% of the standard deviation) in bonus pay (which is strongly correlated to worker-level performance measures) for affected workers relative to unaffected coworkers. We find no evidence that the improved performance is a result of affected workers spending extra time at the workplace. We find suggestive evidence for a relative decline in turnover, consistent with a gain in utility for affected workers.

Intersectional effects of gender and ethnicity? A quantitative analysis of bonus pay gap data for Shelford Hospital consultants

BackgroundMale hospital consultants earn 13% more than their female counterparts. The intersectional effects of ethnicity and gender are not known.ObjectiveTo describe and analyse the mean bonus pay gap in terms of gender and ethnicity for consultants across the Shelford Group.DesignCross-sectional study.SettingHospitals in the Shelford Group.ParticipantsShelford Group hospitals.Main outcome measuresMean bonus pay gap for male vs female and White vs Black, Asian, Minority Ethnic (BAME) consultants.ResultsSeven of the 10 Shelford Group hospitals provided data for financial year 2018/2019. The average mean bonus gender pay gap was in favour of male consultants (30%; range 12%–48%), and also favoured White consultants compared with BAME consultants (17%; range 7%–31%). The average mean bonus pay gap between White male and BAME male consultants was 20% (range 7%–34%) in favour of White male consultants, while that for White male and BAME female consultants was 46% (range 26%–60%) in favour of White male consultants.ConclusionsOur data show for the first time that there may be an intersectional effect of gender and ethnicity associated with mean bonus pay for consultants. Action is needed to address this imbalance.

STRATEGI PENINGKATAN KINERJA APARATUR PEMERINTAH DAERAH PASCA PEMINDAHAN IBU KOTA (STUDI KASUS PADA SEKRETARIAT DAERAH KABUPATEN BOLAANG MONGONDOW PROVINSI SULAWESI UTARA)

Penelitian ini merupakan sebuah studi kasus yang mengkaji kinerja aparatatur di Sekretariat Daerah serta merumuskan strategi Pemerintah Kabupaten Bolaang Mongondow dalam meningkatkan kinerja aparatur pemerintah daerah pasca pemindahan Ibu Kota. Metode penelitian yang digunakan peneliti yaitu penelitian deskripsi dan penelitian eksploratif dengan pendekatan kualitatif. Pengumpulan data melalui obervasi, wawancara, dokumentasi, serta audio dan visual meterial. Teknik analisis data dilakukan dengan reduksi data, penyajian data, dan penarikan kesimpulan yang dikembangkan oleh Miles dan Hubermas. Penentuan Strategi peningkatan kinerja aparatur pemerintah Kabupaten Bolaang Mongondow pascapemindahan ibu kota peneliti menggunakan analisis ASOCA (ability, strength, opportunities, culture, dan agility). Masuknya unsur budaya dalam strategi inilah yang membuatnya cocok dengan karakteristik Bangsa Indonesia yang didalamnya tumbuh dan berkembang beragam budaya. Hasil penelitian yang didasarkan pada lima dimensi yakni kuantitas pekerjaan, kualitas pekerjaan, ketepatan waktu, kehadiran dan kemampuan kerja sama menunjukan bahwa kinerja aparatur pemerintah daerah pasca pemindahan ibu kota mengalami degradasi yang cukup signifikan, beberapa faktor yang mempengaruhi adalah fasilitas kerja, lingkungan kerja, sistem reward and punishment, insentif, jarak tempat tinggal aparatur dengan ibu kota kabupaten, pengendalian dan pengawasan internal, kepemimpinan, serta standar kerja yang belum secara penuh dijadikan sebagai acuan dalam berkerja. Adapun strategi yang terumuskan untuk meningkatkan kinerja aparatur dalam penelitian ini adalah penerapanteknologi informasi secara maksimal, pendidikan lanjutan bagi ASN, penegakan disiplin secara ketat, pemanfaatan rumah susun untuk tempat tinggal ASN, Asessment bagi seluruh ASN, pelatihan teknologi informasi, membangun reward system melalui pemberian bonus (bonus pay) bagi ASN berprestasi, membangun tata kelola pemerintahan 4.0, komitmen peningkatan kinerja, membangun kekompakan dan etos kerja berdasarkan kearifan budaya masyarakat lokal yang menjunjung sikap saling memperbaiki (mototompiaan) dan saling menyayangi (mototabian) dibingkai dengan sikap saling menghormati (mooaheran) dan bahasa yang santun (mobobahasaan).

CEO Bonus Pay and Firm Credit Risk

This article examines the association between the bonus component of managerial compensation and the impacts on a firm's credit risk using data from the U.S. The empirical findings suggest that bonus compensation could potentially play a role in mitigating the agency costs of debt and restraining the CEO's risk-taking behavior, as bonus pay is significantly associated with lower credit risk in a broad sample across various industries. Cash compensation including salary and bonuses, however, have different impacts on credit risk. Bonus compensation does not add to credit risk as suggested in the financial press, but firms should differentiate impacts of bonus and salary pay on firm risk when designing executives' compensation package.