Technology for Developing Efficient Pay Systems That Are Adequate to the Reality

The article emphasizes the relevance of the development of wage systems that are adequate for the current reality. Conceptual approaches to strengthening the stimulating and regulating functions of wages are justified. The original technology of development of effective wage systems is proposed, based on the use as incentive wage differentiators of estimated indicators of labor quality of employees (level of competitiveness) and personnel (level of loyalty); accordingly, as regulatory (margin) differentiators - employment ranks determined by the preference of employment forms and work regimes. Algorithms for designing and adjusting the integral wage differentiation grid are presented and illustrated on conditional examples. The methodology of justification of employment ranks of groups of workers based on development and comparative analysis of workograms is proposed. The potential practical demand for the proposed technology, revealed in the process of personnel monitoring of heads of industrial enterprises of the Altai Territory, was emphasized.

Pay Volatility and Employee Turnover in the Trucking Industry

Many organizations have turned to “just-in-time” pay systems to manage fluctuations in demand for products and services. For example, the trucking industry commonly pays truck drivers by the mile, and retail organizations fluctuate hours available to work to align with holiday demand. Based on the Unfolding Model of Turnover, we propose that the pay volatility, that is, fluctuations in individual pay over time, created by such systems create shocks that initiate thoughts of leaving the organization. We propose that these thoughts increase turnover likelihood. We also propose that pay level and pay trajectory moderate the pay volatility and turnover relationship. Based on a large dataset containing information on objective pay and turnover for truck drivers over a period of 34 weeks, the results of this study support the role of pay volatility, pay level, and pay trajectory in affecting voluntary turnover. Specifically, the results show that all three factors predict turnover likelihood and that pay volatility and pay level interact to predict turnover likelihood. The findings indicate that pay volatility has organizational downsides due to its effects on employee turnover in addition to its known upsides (i.e., flexibility).

The Use of Geographic Information Systems in the Development of a User-Pay Stormwater Utility in the Mimico Creek Watershed

User fee systems are becoming increasingly popular at local levels of government. By shifting the burden from a tax and spend, to user-pay delivery of services, local governments are able to provide and manage local services with greater efficiency and accountability. A stormwater utility concept has been created for dealing with the often-expensive construction, maintenance, upgrading, and management of storm sewers and associated infrastructure. By examining the various user-pay systems for stormwater management, local governments and researchers can make a more informed decision on whether or not it is an appropriate method to raise revenues. The collection of fees is not based on consumption, as in many other public utilities, but on the property owner's contribution to the problem. Therefore, any user-pay stormwater utility must be easily understood and defensible to the general public. As well, the utility creation, administration, and management process can be aided by the use of a Geographic Information System (GIS). Data can be easily collected, stored, and analyzed, as well as be displayed in a way that is easy to understand, not only by the managers and analysts, but by the general public as well.

The Use of Geographic Information Systems in the Development of a User-Pay Stormwater Utility in the Mimico Creek Watershed

User fee systems are becoming increasingly popular at local levels of government. By shifting the burden from a tax and spend, to user-pay delivery of services, local governments are able to provide and manage local services with greater efficiency and accountability. A stormwater utility concept has been created for dealing with the often-expensive construction, maintenance, upgrading, and management of storm sewers and associated infrastructure. By examining the various user-pay systems for stormwater management, local governments and researchers can make a more informed decision on whether or not it is an appropriate method to raise revenues. The collection of fees is not based on consumption, as in many other public utilities, but on the property owner's contribution to the problem. Therefore, any user-pay stormwater utility must be easily understood and defensible to the general public. As well, the utility creation, administration, and management process can be aided by the use of a Geographic Information System (GIS). Data can be easily collected, stored, and analyzed, as well as be displayed in a way that is easy to understand, not only by the managers and analysts, but by the general public as well.

Employees of Greatness: Signifying Values in Performance Appraisal Criteria

The spread of performance-based and variable pay systems has affected expectations on employee contributions and remuneration, which have become increasingly personalized and individualized. Based on a theoretical valuation studies approach, this study of performance-based pay systems in Sweden shows that performance appraisals are (e)valuations of employees’ yearly performance in which they are prized and (ap)praised at the same time. Through a document analysis of performance criteria from four organizations, the study analyzes how values expressed refer to Boltanski and Thévenot’s six orders of worth. The analysis resulted in a theoretical construction of a joint ideal of Employees of Greatness, against which employees are measured and remunerated. The existence of the ideal of employee greatness is explained by the increasing congruence of organizational ideals in private and public sectors, as principles from emotional and cognitive forms of capitalist organization are superimposed on traditional industrial capitalist organizational ideals.

Regolazione salariale e sistemi retributivi: il caso delle Utility in Italia

Great Recession has put pressure on wage regulation systems in Italian industries, creating a significant differentiation that leaded to a divergence in terms of wage dynamics, which contrasts with the common trend recorded in the previous decade. At the same time, with the new mechanism linked to the net HICP and introduced in 2009 to regulate contractual renewals, there has been a constant overestimation of future inflation. In assessing this evidence, should be considered not only the alleged escaped risks of a deflationary spiral, but also the actual risks that have arisen in terms of competitiveness deficits. In this paper, the authors explore wage regulation in a long-term perspective, analyzing trends over the past twenty years. Limits and potentials of national statistics are underlined, showing the advantages of further sectoral surveys. This is the case of the survey issued by Utilitalia (Industrial Association of Public Utilities), used here to analyze pay systems on three economic sectors of primary interest: Electricity, Gas-Water and Environmental Services. It is also an example of how detailed data can be used to create a management tool for companies.

Motivation and some factors affecting motivation of Clinical nursers working in Traditional medicine institute of Ho Chi Minh City in 2019

Objectives: This study has two objectives as the follows: to describe the motivations of Clinical Nursing and determine factors influencing motivation of Clinical Nursers inTraditional Medicine Institute of Ho Chi Minh City in 2019. Methods: This is a cross-sectional descriptive study, combining quantitative and qualitative method. Quantitative data was conducted via self- administered questionnaire among 86 Clinical Nursers. Qualitative data was collected from 10 in-dept interviews and 2 focus groups discussion. Main findings: mean of motivation score of Clinical Nursers in theTraditional Medicine Institute is low (3.72/5); the proportion of Clinical Nursers being motivated is 76.7%. The highest average attendance rating was 4.37 (94,2%) and the lowest was satisfied with the job(40,7%). This study found some factors which have statistically significant association with general motivation are main income earner in the family and income (p<0.05). Some positive factors influencing doctor motivation are leader listening to employee, the working environment, the relationship with colleges. The negative factors are type of pay systems, promotion opportunities and working conditions. Key words: Motivation, influenced factor, Traditional Medicine Institute of Ho Chi Minh city

Do they all fail? A comparative analysis of performance-related pay systems in local governments

The introduction of performance-related pay (PRP) in the public sector has been one of the main trends in public management reform in the last two decades. However, it seems that PRP regimes have been loosened or even backed off the reform agenda, often with the notion that they were not used as planned, failed to deliver, and ultimately were stalled as being an incompatible control instrument to the existing administrative culture. Focusing on the local government level in Germany, France and Italy, the authors explore the question why PRP systems have failed to manifest a core position in the performance oriented reform agendas. Diffusion and implementation practice in the three countries shows significant differences and leads to relevant heterogeneity and variance of implementation of PRP.

Changing Pay Systems in Organizations: Using Behavioral Reasoning Theory to Understand Employee Support for Pay-for-Performance (or Not)

Recently, the use of pay-for-performance systems has rapidly expanded into new industries. However, many employees resist these changes, mitigating effectiveness. Unfortunately, little scientific research has examined underlying reasons for the support or nonsupport of such systems, informed by theory. Grounded in behavioral reasoning theory and organizational change frameworks, this study examined antecedents and consequences of employees’ reasoning process to support or not support pay-for-performance systems. Structural equation results on 245 employees demonstrated that reasons for and reasons against supporting pay-for-performance systems predicted attitudes and intentions to support the systems. Significant antecedents of the reasoning included pay valence, top management support, and coworker support. Top reasons for supporting the systems included increased opportunities to make money and being recognized for high performance. Top reasons against supporting the systems included the political nature of pay-for-performance and concerns that performance would not be measured accurately. Implications for organizational change programs are highlighted.

Pay Systems in Public Sector of OECD Countries

The article deals with development of public sector pay systems in OECD countries. It is noted that reforms in this sphere began in the 1980s as part of the implementation of the broader concept of “New public management”, which was based on active introduction of market mechanisms and instruments in the activities of public sector organizations. The authors consider how the reforms affected changes in all elements of the pay systems – the basic and variable parts of payment, the tariff schedule, and the classification of jobs (positions). It is shown how transition from traditional unified tariff schedule of basic remuneration to a grade scale was connected with the shift of career model to position model, in which the key role was assigned to employee’s qualifications and performance. Further reform of pay systems has resulted in expansion of competence-related pay and further strengthening the role of grading as a tool for organizing pay in public sector. In this regard, the role of job classification, professional standards that allow to objectively assess the value of each type of activity (each position) for a specific organization and form an effective grading scale of basic pay has significantly increased. Reforms of pay systems in OECD countries have affected both basic, and variable parts of pay, as a result of which different pay systems can be applied not only within a single country, but also sometimes within a single organization. The article discusses the most common of these systems – performance-related pay, competence-, skill- and merit-based pay systems.