Performance based incentives and employees’ productivity in commercial organisations

The study examined the relationship between performance-based incentives and employees’ productivity in commercial organizations in Cross River State, Nigeria. Specifically, the study investigates the links between performance-based incentives such as promotions, bonus, recognition and employees’ productivity. Expectancy theory was used to situate the study. Descriptive survey design that allows for the use of questionnaire as quantitative tool was adopted as well as in the selection of respondents from commercial organizations. Quantitative data were analyzed using multi-variance analysis. It was revealed that performance-based promotion, performance-based bonus, performance-based recognition significantly influence productivity of employees in commercial organizations. The study further reveals a joint relationship between the predictor variables (performance-based promotion, bonus, recognition) and productivity of employees. It was recommended among others that promotion policies in commercial organizations should be transparent and fair. Management of these entities should make personnel policies that outline key performance indicators and their relationship to internal promotions, bonuses and wages.

The Compositional Effect of Rigorous Teacher Evaluation on Workforce Quality

We study how the introduction of a rigorous teacher evaluation system in a large urban school district affects the quality composition of teacher turnovers. With the implementation of the new system, we document increased turnover among the least effective teachers and decreased turnover among the most effective teachers, relative to teachers in the middle of the distribution. Our findings demonstrate that the alignment between personnel decisions and teacher effectiveness can be improved through targeted personnel policies. However, the change in the composition of exiters brought on by the policy we study is too small to meaningfully impact student achievement.

Current Issues of Personnel Management Policy on the Railways of Mongolia

The article analyzes the results of the research of personnel policy of Mongolian Railways. For the period 2012–2017 we conducted a comprehensive study of the following components of HR policy of JSC «Ulaanbaatar Railway»: the training system, retraining and advanced training of personnel and evaluation of its effectiveness by the staff of JSC; views and opinions of the staff about the features and performance of the personnel policies. We also did a comparative study of system of material motivation and its impact on the value of human capital; and surveyed job seekers in the labor market on their perception of the JSC as an employer.

The Conflict with non-HRM Department: Reason, Mediation, Result

Background: When the human resources department implements human resources policies and systems, there will be various obstacles from other departments. Because human and non-human departments are different in departmental goals and division of tasks, conflicts in human resource management are likely to occur, which affects the realization of organizational goals.Methods: This article constructs a conflict model between the two parties and studies the origin of the conflict between the HRM and non-HRM sectors, including personnel, policies, and systems. It also proposes ways to resolve conflicts, such as communication, role exchange, business process consensus, focus on organizational goals, and political skills.Results: The research started by investigating the origin of conflicts between human resources and non-human resources departments within the organization and analyzed the sources and important effects of conflicts. In response to the source of these problems, corresponding arbitration measures have been proposed. After the conflict between the two parties is resolved, it is beneficial to achieve a win-win result for employees, departments, and organizations.Conclusions: Lack of inter-departmental understanding and negative conflicts will only cause the human resources department to fail to achieve the expected goals. The purpose of these measures is to improve the relationship between departments and reduce unnecessary conflicts. Once this type of conflict is resolved reasonably and properly, it will also have a positive impact on the performance of different levels.

„Die gläserne Decke sichtbar machen!“ Egalitäre Verteilung der Haus- und Familienarbeit als Voraussetzung für egalitäre Karrierechancen

The glass ceiling is a common metaphor for describing the under-representation of women in leadership positions. According to this metaphor, there are invisible barriers which prevent women from being promoted to management positions. The article explores the causes for the under-representation of women in management positions. Specifically, it argues that, in view of the traditional domestic and family division of labor, it is rational that personnel policies favor career opportunities for men rather than women. An egalitarian distribution of domestic and family responsibilities is therefore a basis prerequisite for egalitarian career opportunities. Zusammenfassung Die gläserne Decke ist eine seit Jahrzehnten populäre Metapher, um die Unterrepräsentanz von Frauen in Führungspositionen abzubilden. Demnach bestehen in Unternehmen unsichtbare Barrieren, die Frauen davon abhalten, obere Managementpositionen zu erreichen. Der Beitrag geht der Frage nach den Ursachen für die Unterrepräsentanz von Frauen in Führungspositionen nach und zeigt auf, warum angesichts der tradierten häus­lichen, familialen Arbeitsteilung eine rationale betriebliche Personalpolitik eher Männern als Frauen Karrierechancen eröffnet. Eine egalitäre Verteilung der Haus- und Familien­arbeit zwischen den Geschlechtern ist demnach eine Grundvoraussetzung für egalitäre Karrierechancen.