Clock, clock, who's there?
Article Abstract:
This study focuses on the three main ways of recording an employee's time and attendance, the time clock, manual recording, and 'new tech'. These methods are illustrated by case studies. The time clock option involves employees documenting their time on a traditional time recording device, and this clocking in and out method is cost effective and familiar, but on the decline because of cheating, time wasting, and possible inaccuracies. Many British companies use the manual honor system, which is inexpensive, but it is also very time consuming for supervisors to monitor, and it can be easily abused. Computerized, or 'new tech,' time uses cards or badges and computers; it cuts administrative costs and employee abuses, but it still must be proved by the same criterion as time clocks and manual recording : cost; acceptability; information; and reliability. Bromwich, but still 'New tech' must face approval by the same criterion as time clocks and manual revording : cost; harmonisation; acceptability; information; and reliability.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Getting pension schemes in shape to fight back
Article Abstract:
Occupational schemes of UK firms are schemes set up by an employer or employees for the benefit of the employees in which a trust is established that is independent from the employer. Trust assets are used for the benefits of the scheme's members and their beneficiaries in accordance with the trust's rules. There are two generic types of occupational schemes: final salary, which is a defined benefit plan; and money purchase, which is a defined contribution plan. A plan can be a mixture of the two. Employees can also opt for personal pension schemes, contracts between employees and a pension provider such as a building society, bank, insurance company, or trust group.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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Performance-related pay on the shopfloor
Article Abstract:
A summer 1990 survey of eight UK firms was conducted to examine the advantages and disadvantages of performance-related pay (PRP) programs for blue-collar workers. The respondents cited several benefits of PRPs, including increased employee commitment, improved skills, increased job satisfaction, and improved communication effectiveness. The disadvantages cited by the respondents included the difficulty of determining the contributions of individual employees, a decrease in objectivity, and the potentially negative attitudes of employees and union members. The most important factor in the successful implementation of a PRP system was the commitment of management.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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