Remuneration of workers and work performance nFactors affecting work performance nPersonnel selection nWorking conditions nRemuneration of workers nVoluntary social benefits nMethods of job evaluation nWage forms nThe wage system of the organization Factors affecting work performance nThe decisive factor of production is human labor: ndevelops and constructs, nmanufactures and produces, nsells. n nThe entreprise is: neconomic system and nsocial system. Factors affecting work performance nHuman work performance depends on: nperformance (workforce capacity to perform) and npursuit of performance (motivation of the workforce). n nThe ability of the workforce to perform is determined by its physical and psychological abilities: nphysique, ntalent, nvocational education, nage, nexperience. Factors affecting work performance nThe pursuit of performance is a manifestation of the worker's willingness to give his or her ability to fully perform in an organization. nIt depends on four factors: npersonnel selection, nworking conditions, nthe amount of remuneration for work, nvoluntary social benefits. Personnel selection nThe importance of decisions taken when selecting employees is continuously increasing because: nthe use of technology and automation is steadily increasing and changing the requirements that are placed on the assumed competency of workforce; nthe growth of workers' education implies that they have higher expectations of work and strive for the fuller development of their personality; nrising personnel costs and staff training costs increase the cost of incorporation, the cost of a wrong decision increases by limiting the legal possibilities of dismissing inappropriate workers. Procedures for selecting workers nThe selection can be divided into four successive stages: nanalysis of requirements for a place to be occupied, nthe acquisition and characteristics of applicants, nanalysis of candidates' capabilities, nselection decision. n nSelection criteria for creating a profile: nprofessional requirements, nphysical requirements, npsychological requirements, nsocial-psychological requirements. Work conditions nWork studies à nrationalization of work (motion studies, work procedures studies, work organization studies, workplace studies), nstandardization of performance through time studies, load studies and performance studies, nevaluating work using work value studies. Work conditions nPsychology of work nPhysiology of work n nCreating optimal working conditions in three main areas: nworking hours, norganization of the workplace, nbusiness climate. Adjustment of working hours nEmployee must adapt to the organization's rules based on: nthe Labor Code, nsafety regulations, ncollective agreements. n nThe rules adjust in particular: nwork hours, nthe distribution of working time during the working day. Arrangement of the workplace nAffecting the performance of a worker is: nfreedom of movement, nlighting conditions, ntemperature, nhumidity, nnoise, ncolor of space and equipment, npurposeful arrangement of machines and tools, nventilation, ncleanliness, etc. Business climate nThe key to creating an optimal climate is to transform employee status from an employee to a coworker nEstablishment of partnerships in the enterprise nCodecision The amount of remuneration for work nUnder the concept of wage, all remuneration paid based on the work performance is included: ntime wages and salaries, nperformance wages, nbonus, nwage bonuses, nfees, ncommissions. n nRewards (payout and amount depend on earnings): nprofit shares, nroyalties. The amount of wages and wage justice nFor the relative amount of pay for work, the following are decisive: nthe physical and mental demands on a worker, nachieved work performance. n nThe principle of equivalence (= wage compliance with performance) is divided into: nthe principle of wage equivalence and the level of requirements, nthe principle of wage equivalence and the level of performance. Voluntary social benefits n nProviding voluntary social benefits allows the organization to positively influence employees‘ motivation for higher performance. n nSocial benefits are provided on the basis of nemployee's membership of the social system nenterprise and usually have no relationship to nperformance. Forms of voluntary social benefits nEconomic improvement (Christmas benefit, meal benefit, transport benefit, housing benefit, jubilee gifts, holiday benefit). nInsurance against life and work risks (supplementary pension insurance, social assistance). nCompensation for different family burdens (support for childbirth, marriage, death in family). nSupport of mental and sport interests (business library, training, sports, provision of study benefits). Motivation for providing voluntary social benefits n nGrowth in employee performance nAttach personnel to the organization nArgument for recruiting workers nCreating an opportunity to influence employees nTax savings and tax depreciation Methods for work evaluation nThe application of methods for work evaluation ntakes place in two steps: nFirstly, the assessed work procedure is described according to predefined evaluation requirements. nIn the subsequent second step, word descriptions of work procedures difficulty are translated into numerical expression, eg in points or steps that indicate the value of the work. The Geneva scheme of criterias to evaluate work •Number of group • •Main types of requirements • •I. • • •1. Professional knowledge = mental requirements •2. Skills = physical requirements • •II. • • •3. Nerve and sensory burden = mental demands •4. Physical burden = physical demands • •III. • • •5. Responsibility • •IV. • • •6. Work conditions • • Wage forms nBasic forms of wages ntime wage, nrate (piece) wage, n nSupplementary forms of wages nbonuses, nrewards. n Time wage n nTwo basic relationships apply: nwage per unit of time is constant, nthe wage cost per piece (per unit of labor result) varies according to performance and time consumption. Rate (piece) wage nThe options of applying a rate wage: ntime task, nmoney task. n nRate wage has two parts: nguaranteed (tariff) wage, ntask increment. Bonuses nTypes of bonuses depending on which one of nthe premium indicator applies: nbonus for higher performance, nbonus for quality, nbonus for saving, nbonus for usage. Bonuses n nThe most important bonuses wage systems: nHalsey‘s bonus system nRowan‘s bonus system nDifferential piece wage according to Taylor nThe Bedaux bonus system Rewards •Features for performance evaluation • • • • •Categories of workers and relevant performance indicators • • • • •Routine work • •Hard work without leadership • •Management work • •Performance • •Volume •Quality • •Achieving the goal quantitatively •Achieving the goal qualitatively • •Achieving the goal quantitatively •Achieving the goal qualitatively • •Conduct • •Behavior among co-workers •Behavior towards outsiders •Following the regulations •Handling things • •Information activities •Respect for delegated powers •Behavior towards outsiders •Execution of orders •Usage of auxiliary resources • •Information activities •Respect for delegated powers •Behavior towards outsiders •Execution of orders •Compliance with the budget •Support of co-workers •Handling the management process • •Usability • •Independence •Possibilities of usage • •Expansion of tasks •Possibilities of usage •Further education • •Expansion of tasks •Possibilities of usage •Further education • • Participation in economic results n nSystems of estimating the factor of labor‘s share on profits: nunitary system, nthe residual estimation system. A wage system of an organization (according to Synek) •The wage system of an organization •Tariff system •Assessment of work performance and behavior at work •Wage tariff scale •Payments and salary benefits under extraordinary working conditions •Time wage •Rate wage •Bonuses •Rewards •Tariff level scale •Qualifying catalogs •Work evaluation •Evalution of work conditions •Wage forms A wage system of an organization nBusiness subject (but not only) follows nthese goals with his wage policy: nto acquire and retain skilled workers, nto stimulate performance and desirable working behavior of employees, nto keep the volume of wage resources, nto ensure a justified wage differentiation.