Employee attitudes: then and now

Article Abstract:

At present, there is a selective improvement in employee attitudes toward employers. The stress of a recovering economy has placed higher demands on employee productivity and has trimmed staffs. The Opinion Research Corporation (ORC) of Princeton, New Jersey has developed an employee attitude data base (based on attitudes of employees in private business from 1980 to 1982). The ORC ratings show an overall improvement in the attitude of employees toward their firms for the first time in ten years. Also improved are employee perceptions of the ability of top management, and job authority and challenge at all levels. Fewer employees now feel that unsatisfactory employees are kept on the job too long, and job security ratings are still rather high. In most job classes, however, employees do not feel they are paid enough.

Reports, Human resource management, Surveys, Beliefs, opinions and attitudes, Employee morale, Workers, Employee attitudes, Opinion Research Corp.

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Value-added pay beats traditional merit programs

Article Abstract:

Value-added merit pay programs are superior to traditional merit plans because they enhance a company's ability to increase quality and productivity, enable managers to easily inform employees what is expected of them and how it will affect their pay, and reduces payroll costs. Value-added pay is based on what employees contribute in addition to the worth of their position. The essential elements of the implementation of a value-added merit system include developing an evaluation process, performance standards, and competency-based salary administration policies.

Methods, Employee incentives, Merit pay

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