Sustainable wage agreements were successfully negotiated for employees at Deutsche Post AG in Germany and in several of the Group’s subsidiaries in 2012. As a result, approximately 130,000 Deutsche Post AG employees subject to collective bargaining agreements receive 4 % more pay as of April 2012. We are working to develop a similar solution for our civil servants in cooperation with the responsible ministries and trade unions. Happiness is the best driver for success. “This launch represents another addition to our forward-looking customers who believe in the strategic value of our Total Compensation approach ” said beqom Chief Executive Officer, Fabio Ronga. While target agreements attempt to increase the intrinsic motivation of the employees, the goal of an efficiency-related payment is extrinsic motivation. A rise of efficiency is supposed to be achieved through the prospect of a bonus spela casino atlantic city, either a monetary bonus or a non-monetary reward (Hölzle 2006, 223f.). · A performance bonus is usually a one-time-payment, but it can be paid in installments as well. This is based on a target agreement. 2 The Economic Principle of Social Work · Assuming a rather low incentive sensitivity on the part of the social work employees to the components of performance-related remuneration, typically two consequences are possible: If the employees’ performance level before the introduction of performance-related pay is low no deposit bonus uptown aces, cost savings are achieved instant cirrus casino download link, from the organization´s point of view, for particular employees. But this is potentially attended by a decrease in the performance of these employees, rather than performance enhancement. At a high level of performance before this introduction there is a risk of suppressing the intrinsic motivation (cf. Klimecki/Gmür 2005 online casino spiele chocolate, 306). 1 Econo mization of Society 3 Professionalization of Personnel Management Prendergast, Canice (1999): The Provision of Incentives in Firms. In: Journal of Economic Literature 27 (3) online casinos in ny state, S. 7–63. Bernard, Ursin (2007): Leistungsvergütung: Direkte und indirekte Effekte der Gestaltungsparameter auf die Motivation. In: Zeitschrift für Personalforschung 21 (4), S. 412–415. Thus the variable and efficiency-related payment system was introduced with the TVöD. Performance bonuses and incentive payments are planned. Kolhoff, L.; Kortdendieck echtgeld casino x hack, G. (2006): Personalmanagement und Personalwirtschaft. Baden-Baden: Nomos. Gloel, Rolf (2002): Wodurch zeichnet sich komplexe Soziale Arbeit aus? Vier Thesen gegen die betriebswirtschaftliche und technologische Kolonisierung der Sozialen Arbeit. In: Sozialextra 26 (1), S. 25–27. · Through the incentive payments, it is possible for the employees and management of a company, institution, etc. to participate in the overall economic success of their institution. It depends on the business objectives free casino slot games usa, whether there are economic results that justify the payment of a bonus. Schimank, Uwe; Volkmann, Ute (2008): Ökonomisierung der Gesellschaft. In: Andrea Maurer (Hg.): Handbuch der Wirtschaftssoziologie. Wiesbaden: VS Verlag für Sozialwissenschaften, S. 382–393. Friedrich free slots games double diamonds, Andrea (2011): Soziale Arbeit auf dem Weg in die Professionalisierung des Personalmanagements - Irritationen des professionellen Selbstverständnisses am Beispiel leistungsorientierter Vergütungsbestandteile. In: In following the discussion about methods of social work since the early 1990s, one cannot deny that “since the beginning of the new millennium, all socio-pedagogical activities have mutated into `management’” (Galuske 2007, 333). The success story of economic methods of business management is based on the concept of so-called “New Public Management” and is mainly manifested in contract management and consequently in quality management. Contract management plays a central role in ”New Public Management“. It is a management instrument that is characterized by completion of a target agreement or a contract. The contract defines, for a given period of time flash casino bonus, who is to implement which goals, in a verifiable manner. Contract management can be applied both inter-organizationally and intra-organizationally. The main foci are merit target agreements for particular products, payment agreements for budgets and the establishment of success indicators. · By introducing a performance-based pay system, management relations will be strengthened and clarified by experience. According to Paul Watzlawick, communication can be symmetrical or complementary (Watzlawick 2007, 50-70). The complementary communicative relationship is underlined by management’s assessing the performance of employees by means of payment. The communicative relationship (“we are all one team”) may – depending on the organization – be problematic if the management relationship is negated (by management and/or employees). The sense of a complementary communicative relationship is clearly reinforced by payment: the management’s assessment of performance changes the nature of its communication with the employees. And even if the employees can make a direct performance assessment of their leaders (which is rarely implemented in practice) casino games roulette, this does not lead to monetary consequences for the leadership (cf. Friedrich 2011, 83f.). Let's take a look at the evaluation of performance-based remuneration components introduced into social work. The literature describes several advantages and disadvantages. The success of social work is highly dependent on motivation, degree of commitment, as well as qualification and competences of social workers. The significance of individual guidance and comprehensive and careful staff management is further increased by the very nature of social work: that social services are always interactive and only come about through the joint efforts of social workers and clients. The fundamental importance of personal parameters during the process of service results in a vital role for a general framework of a professionally qualified and personally suitable staff of motivated workers (cf. Merchel 2008, 854). The negligence of social work personnel management in this respect is astonishing, considering this background. Friedrich (2010) poses the question why discussion of factors that affect motivation, qualification and competences of the social worker staff has not yet found its way more emphatically into discussion of how the personnel management of social work should be organized (cf. Friedrich 2010, 9) [1]. Personnel management is of particular significance in the service sector. Apart from the high cost of the staff, there is also the staff’s influence on the quality of the service provided. Both factors have a big impact on the success of an organization. Recruitment, selection, development and loyalty of employees have become indispensable qualifications for the success of an organization (cf. ibid.). Social work institutions have a lot of catching up to do. Langer, Andreas; Schröer, Andreas (Hg.) (2011): Professionalisierung im Nonprofit Management. Wiesbaden: VS Verlag für Sozialwissenschaften. All these are advantages and disadvantages are based on theory, but until now there have been no studies of the influence of merit pay on the social sector, especially on the youth welfare service. It is also unclear whether and how the merit pay system affects employees; this will be the subject of my dissertation. The dissertation is intended to contribute to the discussion of the development, introduction and application of merit pay in institutions of the youth welfare service. The research project should answer the following questions:
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