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DROIT SOCIAL --- SALARY SURVEYS --- SALARIES --- EMPLOYMENT --- ECONOMIC SURVEYS --- POLITICAL INTELLIGENCE --- DROIT SOCIAL --- SALARY SURVEYS --- SALARIES --- EMPLOYMENT --- ECONOMIC SURVEYS --- POLITICAL INTELLIGENCE
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Compensation management. --- Commerce --- Business & Economics --- Marketing & Sales --- Compensation administration --- Wage and salary administration --- Personnel management --- Wages
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This publication reviews performance pay schemes covering middle management and senior management levels in departments and agencies of central government and also looks at, on a selective basis, schemes for managers in other parts of the public sector. The objectives of the study were to investigate why performance-related pay schemes are being introduced at management levels in the public sector, to examine how these schemes operate, to assess whether the schemes are meeting their stated objectives, and tosee whether and under what conditions performance pay can operate successfully in public sector settings.
Governance --- Government executives --- Merit pay --- Salaries, etc --- Rating of --- Merit increases --- Merit pay programs --- Merit pay systems --- Merit-type salary schedules --- Pay for performance --- Salary schedules, Merit-type --- Variable pay --- Performance awards --- Wages --- Executives --- Public officers
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Arbeitnehmer werden nicht mehr nur als Kostenfaktor betrachtet, der möglichst minimiert werden sollte, vielmehr wird ihnen ein Anteil an der Wertschöpfung beigemessen. Ihr Beitrag zum Unternehmenserfolg in Form ihrer Arbeitsleistung soll entsprechend honoriert werden.Diese Erkenntnisse führten zur Idee der variablen Vergütungssysteme. Diesen ist immanent, dass sie gleichzeitig eine Anreizwirkung und eine Belohnungsfunktion innehaben. Zum einen werden Mitarbeiter zu höheren Leistungen motiviert und für diese mit einem leistungs- bzw. erfolgsabhängigen Vergütungsbestandteil entlohnt. Zum anderen wird dabei eine Übereinstimmung der Handlungen der Arbeitnehmer mit den Unternehmenszielen angestrebt. Arbeitgeber müssen bei der Ausgestaltung variabler Vergütungssysteme sehr genau auf die Formulierung achten. Die Rechtsprechung des BAG fordert, dass diese Systeme klar und transparent ausgestaltet sind. Unklarheiten gehen im Zweifel zulasten des Unternehmens.
Wage payment systems. --- Merit pay. --- Merit increases --- Merit pay programs --- Merit pay systems --- Merit-type salary schedules --- Pay for performance --- Salary schedules, Merit-type --- Variable pay --- Performance awards --- Wages --- Pay structure --- Compensation / Law, compensation systems.
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Une augmentation de salaire pour récompenser une meilleure performance : une telle politique peut-elle être bénéfique dans le secteur public ? Ce livre présente une vue d’ensemble des politiques de rémunération liée aux performances (RLP) dans l'administration. Il rend compte de l’expérience de 14 pays au cours des 20 dernières années. Il examine aussi bien les avantages que les faiblesses des politiques de RLP. Cet ouvrage explore les diverses voies empruntées par les pays pour mener à bien leurs réformes. Il s’attache à comprendre les raisons pour lesquelles les politiques de RLP sont mises en œuvre et comment ces politiques opèrent concrètement. Les résultats des politiques de RLP sont évalués tant au niveau de l'individu qu'au niveau des équipes. Des recommandations sont proposées pour faciliter la mise en œuvre des politiques de RLP et éviter certains obstacles. Ce livre, qui puise largement dans les rapports préparés par les pays, tire les leçons de deux décennies d'expérience en matière de politiques de RLP. Il évalue également l’impact de ces politiques sur l'efficience du secteur public. Pays couverts Allemagne, Canada, Chili, Corée, Danemark, Espagne, Finlande, France, Hongrie, Italie, Nouvelle-Zélande, Royaume-Uni, Suède et Suisse.
Merit pay --- Compensation management --- OECD countries --- Officials and employees --- Salaries, etc. --- Compensation administration --- Wage and salary administration --- Merit increases --- Merit pay programs --- Merit pay systems --- Merit-type salary schedules --- Pay for performance --- Salary schedules, Merit-type --- Variable pay --- OECD member countries --- Organisation for Economic Co-operation and Development countries --- Personnel management --- Wages --- Performance awards
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Compensation management --- Merit pay --- 65.015 --- Merit increases --- Merit pay programs --- Merit pay systems --- Merit-type salary schedules --- Pay for performance --- Salary schedules, Merit-type --- Variable pay --- Performance awards --- Wages --- Compensation administration --- Wage and salary administration --- Personnel management --- 65.015 Work study and analysis. Method study --- Work study and analysis. Method study
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This report presents an overview of performance-related pay policies (PRP) for government employees in selected OECD member countries over the past two decades. Both the strengths and the weaknesses of PRP policies are assessed. The report explores the various paths of reform in each country, investigating the reasons why PRP policies are being implemented and how the policies operate concretely. The outcomes of PRP policies at the individual and team levels are evaluated, and recommendations are made on what should be done or avoided with the implementation of PRP. The report includes a number of case studies.--Publisher's description.
Sociology of policy --- Personnel management --- Merit pay --- Compensation management --- OECD countries --- Officials and employees --- Salaries, etc. --- Compensation administration --- Wage and salary administration --- Wages --- Merit increases --- Merit pay programs --- Merit pay systems --- Merit-type salary schedules --- Pay for performance --- Salary schedules, Merit-type --- Variable pay --- Performance awards --- OECD member countries --- Organisation for Economic Co-operation and Development countries
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Personnel management --- Compensation management --- AA / International- internationaal --- FR / France - Frankrijk --- 332.27 --- Loonpolitiek. --- Compensation administration --- Wage and salary administration --- Loonpolitiek --- Wages
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Compensation management --- Salaires --- Gestion --- loonvormen --- verloningssysteem --- 658.32 --- Compensation administration --- Wage and salary administration --- Personnel management --- Wages --- Salaries. Wages. Remuneration. Pay --- 658.32 Salaries. Wages. Remuneration. Pay
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Using online job portal data and probabilistic regression estimations, the paper investigates the explicit gender bias and salary gap in the Indian job market, reflected in more than 800,000 job recruitment advertisements. Exploring formal and informal sector occupations, the study finds high existence of employers' gender bias in hiring. Explicit gender preferences are highly job specific, and it is common to mention the preferred gender in job ads, which, in general, favor men over women. Although ads for professional occupations exhibit less explicit gender bias, they are not gender neutral. In all types of professional jobs, irrespective of the share of ads with preference for men or women, on average, ads targeting men specify/offer much higher salary. Employers in elementary sectors as well as blue-collar jobs express more segregated gender preference. The findings support the existing research that argues women are more preferred in low-quality, low-status, typically low-paid informal jobs. Targeting women for low-quality jobs explains half of the mean offered salary gap specified in ads; the rest is direct gender bias. The paper also suggests that, with the rise of new technology and sectors, gender bias in hiring in those new types of jobs is expected to decline.
Employer --- Gender --- Gender Bias --- Gender Preference --- Gender Targeting --- Hiring Bias --- Job Portal --- Labor Policies --- Law and Development --- Recruitment --- Salary Gap --- Social Protections and Labor
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