Paying for change
Article Abstract:
Companies are changing their pay structures in the interests of harmonizing remuneration with their economic and social circumstances in light of the introduction of flexible working conditions brought about by new technology. Three directions employers are taking are: elimination of differences between blue- and white-collar employees' working conditions; equal treatment of all employees in all areas of employment save for pay; and transferring specific non-staff grades of employees to staff status. Two major trends in the area of remuneration for successful performance are: individual, performance-related awards for white collar workers; and increased pay to groups of workers for company-wide superior performance.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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Lessons from the GLC: personnel in practice
Article Abstract:
Between July 1985 and March 1986, the Greater London Council (GLC) and its 23,000 member staff was phased out of service. The GLC was originally created to develop personnel management practices and initiatives, and there has been some question as to its effectiveness as a government body. The GLC had to look abroad for advice on payrolls, industrial relations, career-development, manpower planning, and equal opportunity. The Council computerized manpower and training planning, negotiated agreements in industrial conflicts, set up a joint industrial democracy working party, and achieved much in the area of equal opportunity, including ethnic recruitment, day care and job training.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Ten years on from Bullock
Article Abstract:
Only about ten percent of the companies in Great Britain are active in employee involvement programs. The Industrial Participation Association and the Institute of Personnel Management have released a code on worker involvement that reveals how employee involvement can be enacted. Employee involvement requires an open management style which is much more complex than the basic authoritarian approach.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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